JOHN BALLARD

abhwaq@r.postjobfree.com

904-***-****

*** ********** **. *********, ** 76063

SUMMARY

A performance-driven and accomplished general manager with over 18 years of results oriented

leadership and broad-based expertise in operations analysis, sales leadership, lean manufacturing,

continuous improvement, Six Sigma, waste reduction, supply chain management, logistics, Just In

Time (JIT), 5S, inventory control, Total Quality Management (TQM), and strategic planning.

Collaborates with internal and external parties to drive the achievement of established objectives.

Develops and implements new guidelines to increase efficiency throughout a corporation. With a

solid commitment to excellence, facilitates the long-term success and profitability of an organization

while having full P&L responsibility.

EXPERIENCE

AGC Glass 2010-Present

Regional General Manager South Region Multi-Site (2014-Present)

• Full P&L responsibility for multi plant region: Sales +3% & Net Income +17% over Budget Forecast YTD

• Lead complete process change of establishing sales budget and forecasting with built-in accountability.

• Responsible for overseeing operational excellence at all locations ensuring target objectives are met

• Develops, implements, and manages sales: plans, pricing policy, forecasts, and operating budgets

• Directs staffing, training, and performance evaluations to develop personnel

• Responsible for regional production planning and achieving the profitable use of assets

• Implements appropriate PDCA to monitor key Sales/Operational objectives

• Responsible for capital planning and execution for regional operations

Plant / General Manager (Full P&L) Alvarado, Texas (2013-2014)

• Led complete change of culture, way of thinking, and way of conducting all activities throughout entire

facility while establishing Safety & Quality as the focused priorities.

• Operational improvements led to a 20% sales revenue increase in 1QFY14 vs. 1QFY13

• Exceeded goal of improving delivering performance from 92.4% to Target: 98%, Actual: 98.6%

• Led multiple activities & process changes which resulted in exceeding goal of 25% improvement of:

Total labor productivity KPI (SqFt/Mnhr) across multiple depts. Target: 45 Actual: 48

o

Rework/Scrap Sqft as % of Invoiced Sold Sqft. Target: 8.2% Actual: 7.9%

o

Credit $ Amount as % of sales $ Amount. Target: 2.6% Actual: 1.5%

o

• Fully created, developed, and implemented MBO PDCA Management tool following SEQCDDM (Safety,

Quality, Cost, Delivery, Development, Management) to manage facility while focusing improvement activities

related to: Yields, B/O’s, KPI’s, 5S, etc…

Plant / General Manager (Full P&L) Jacksonville, Florida (2010-2012)

• Operational improvements, along with increased plant management focus on developing key customer

partnerships, led to increase in monthly sales revenue by approximately 25% from $650K FY10 to $800K

FY11, and then another 25% from $800K FY11 to a total revenue $1,000K+ in FY12

• Improved delivery performance from 89% in FY09 to: 96.3% FY10, 97.4% in FY11, 98.2% in FY12

• Reduced average product lead time by 50%

• Reduced total personnel expense as a percentage of sales by over 30%

• Championed award winning Kaizen improvement project, which produced annual savings of over $200K

BALTIMORE AIRCOIL, Baltimore, Maryland 2008-2009

North America Supply Chain Quality/Continuous Improvement Manager

Held responsibility for creating and implementing supplier quality agreements, scorecard and rating system, as

well as leading quality and Lean-based audits of supplier facilities/processes. Developed and implemented non-

conformance report as well as supplier corrective action request forms, database, and procedures.

• Increased supplier warranty credit amounts by 25% over prior year.

• Developed fast-track process for OEM supplied critical components utilizing paperless, Kanban, and Just-

In-Time systems which reduced lead time by 85%

PILKINGTON GLASS 2001-2008

Manufacturing Manager, Laurinburg, North Carolina (2004-2008)

Served as vital part of management team, leading 100 supervisors, production, and maintenance

employees, operating two, 1,000 tons-per-day capacity float glass lines with chemical coating operations.

• Created and implemented process control guidelines in multiple departments, resulting in increased

process stability, high repeatability, and greatly improved successful reaction time to process disruption.

• Led large process capability improvement project across multiple departments, resulting in meeting of

production targets during product transitional periods; which previously was not possible.

Dynamic Warehouse and Shipping Project Manager, Laurinburg, North Carolina (2004)

Led $1,000,000 process improvement project, eliminating several time-consuming non-value added steps.

Project consisted of implementing complete redesign of warehouse and shipping process.

• Created 35% reduction in work force, enabling full project investment pay back in less than 18 months

Offline Operations Department Manager, Laurinburg, North Carolina (2002-2004)

Directed value added, self-contained department, generating $800,000 in profit annually. Changed and

strengthened complete supply chain management system initiative to move toward just-in-time delivery.

• Streamlined operations, enabling 50% reduction in product lead-time from date of customer order.

• Implemented multiple process improvements, resulting in 20% reduction in work force requirement,

saving $200,000.

Production and Warehouse/Shipping Supervisor, Ottawa, Illinois (2001-2002)

Implemented 5S program to better organize, streamline and eliminate non-value added steps while managing

team of production and maintenance employees, leading to exceeding production objectives and targets.

• Led Six Sigma multiple-department process improvement project, resulting in $300,000 in savings.

GENERAL ELECTRIC, Winfield, Kansas 2000-2001

Aircraft Engine Overhaul and Test Supervisor

Managed 60 production supervisors, mechanics, and inspectors.

• Served as vital part of Kaizen project, eliminating 2,000 non-value added steps while introducing

paperless system.

• Led Six Sigma cost savings inspection project, saving customers over $500,000 per year.

U.S. MARINES, Cherry Point, North Carolina 1995-2000

Sergeant – Non Commissioned Officer of Marines

5 years of continuously increasing successful leadership responsibility in a highly disciplined environment. While

at the same time, continually improving processes and product, in a production activity which included managers,

supervisors, inspectors, and skilled production technicians working to meet strenuous deadlines under very

stressful and demanding conditions.

• Repeatedly recognized and received accelerated advancement for demonstrating outstanding leadership

abilities, expert technical knowledge, and production accomplishments exceeding expectations and goals,

while filling senior management positions as a junior manager.

E D U C AT I O N

SOUTHERN ILLINOIS UNIVERSITY, Carbondale, Illinois

B.S., Aviation Business Management, 3.7 GPA with Cum Laude Honors May-2000

C E R T I F I C AT IO N

Six Sigma Green Belt (G.E. & Pilkington)

PROFESSIONAL DEVE LOPMENT

Kaizen Principles PDCA Problem Solving Total Quality Management

OSHA Management Training EPA Management Training 5S Workspace & Workflow Organization

ISO 9001 Mgt Training Lean Training Quality Control Systems Management Training

• University of GA, Terry College of Business Executive Leadership Course

•

COMPUTER SKILLS

ERP, SAP, PeopleSoft, Electronic Reporting System, MRO, Oracle, Nalcomis, JD Edwards AS400, Microsoft Office Suite

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