Customer Service Manager
Resume:
Nelson Lateer
Tracy, CA ***77
****@***.***
Key Knowledge Areas
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Six Sigma Project Management
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Quality Tools Growth/Cost Mgt
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Team Building MRP II/ERP
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Plant Start-Up/Closure
Regulatory/ISO/GMP
EH&S
Value Statement: My management style has routinely been defined as: consistently makes a difference;
identifies and monitors key indicators and metrics to drive exceptional, continuous improvement; develops
talent and teamwork at all levels of the organization.
Professional Experience
Consolidated Container Company
Plant Manager – Tracy, CA Jan 2010 to Present
CCC is an industry leader in the production of blow molded plastic packaging in the US. I have been
specifically tasked to improve plant financial performance, assemble a high performance team, improve quality
and customer confidence to stabilize business erosion while rebuilding customer base, restoring employee
morale and overall confidence in the management team and company goals.
Maintained EBITDA performance despite losing largest customer (16% plant volume) two months
after my arrival due to quality issues – customer departure predetermined before my arrival
Salvaged business relations caused by poor quality with two high profile customers through strong
communications, specific quality improvement plans and follow up
Terminated two high profile employees due to ethics and misconduct issues and prevented departure
of one high performance manger to help rebuild leadership team and restore employee
morale/confidence
United Plastic Fabricating Feb 2006 to Jan 2010
Plant Manager – Ocala, FL
UPF is the industry leader for heavy plastic water tank design and construction (to 5,000 gallons) for the Fire
Service Industry utilizing plastic welding technologies.
Manage all aspects of plant operations. Introduced lean techniques to reduce turnover rate 62.5%, improve
internal quality defect rate 58%, improve customer service fill rates 55%, increase productivity 24%, and
reduce manufacturing lead time by 60%. Lean work cells have become the standard for the organization. This
operation moved from worst in the company, to the best in 12 months.
Tyco International – Manufacturer of medical devices June 2000 to April 2005
Plant Manager – (3 Tyco facilities over 5 years)
Assigned to integrate poorly performing business units to align with corporate culture and performance
expectations. Key elements include: establish key policy and procedure; recruit and develop high potential
talent; cultivate a continuous improvement environment utilizing Lean Manufacturing and Six Sigma
philosophies; ensure high level of employee relations, EH&S, customer service, and quality performance. I
was one of a very limited number of plant managers designated by Tyco for this high profile assignment.
Chicopee, MA
Managed 400,000 sq’ Electrode manufacturing facility with workforce of 550 and $84M COP.
Comprehensive development and recruiting techniques used to establish a strong leadership team to
drive improvements and cultivate a culture for change.
Systematic and sustained approach to continuous improvement to build foundation for change,
measured results, and overall improvement, to include:
Implementing a comprehensive Environmental Management System in 6 months
26% accident frequency rating improvement in the first year
$1M in initial savings
22% reduction in quality defect rates
Consolidated operations of 52,000 sq’ remote site into main facility in first 5 months
Commerce, TX
Manage all aspects of 300,000 sq’ Syringe manufacturing facility with a workforce of 525 and $54M
COP.
Primary technologies include: injection molding, automation, high-speed assembly, and Gamma
Sterilization.
Continuous improvement and proactive leadership techniques used to improve:
Safety performance 60%
56% reduction in quality defect rates
Customer service fill rate improvement from 86 to 94%
Financial gains of over $3.5M annually
Dynamic junior management cross training and development program
High morale as a result of respected management team, regular communications meetings, and low
cost rewards for milestone recognition.
Performance gains, product growth, and continuous improvement culture resulted in plant coming off
the “consolidation” list.
Chatsworth, CA
Directed plant closure of 235,000 sq’ injection molding, assembly, and packaging facility with 325
employees and $34M COP.
Closure handled with up front and frequent communications with consideration to employee
impact.
Solid project management and teamwork skills resulted in “one of the best” consolidations in
organization’s history.
Kendall Healthcare (Tyco International) Aug 1997 to June 2000
Production Manager - Seneca, SC
Tasked to lead a change environment utilizing continuous improvement techniques, improve financial
performance, and assist in the development of high potential leadership for the organization.
Successful implementation of lean techniques in traditional textile, and state of the art medical device
assembly applications including, but not limited to: cell manufacturing, single unit flow, visual
controls and kanban in a status quo environment led to:
Return to favorable plant financial performance
40% reduction of internal quality defect rates
36% improvement to safety incident rates
Improved customer service levels from 84 to 96%
Became the “feeder” plant for promotions and relocations for the organization
Additional experience is available upon request.
Education & Training:
AS Business Management: Central Florida Community College
BS Business Management: University Of Phoenix
Lean Manufacturing / Six Sigma
United States Marine Corps – Air Wing
Leadership & Technical Schools
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