Manager Project

Michael West ***********@*****.***

*** ****** ****, ***********, ** 29301

Home 864-***-****

Cell 864-***-****

Manager

P&L / Cost Reductions / Project & Materials Management / Negotiations /

Capital Budgeting

Multi-Shift Supervision / Restructuring / QA / Design Engineering /

Training & Team Building

Skilled in improving efficiencies to enhance operations. Proven success at

recognizing and implementing cost control procedures, while keeping quality

and customer satisfaction at the highest levels. Excellent communications

and negotiations abilities. Managed 144 staff and budgets up to $5.5M.

. Negotiated lower component prices with suppliers, saving Marshall &

Williams $720K annually.

. Enhanced machine efficiency, generating $1.5M for Babcock Textile

Machinery.

. Initiated quality enhancement program, saving $250K for Springs

Industries.

. Relocated RI operations to SC, delivering products on time for

Marshall & Williams' customers.

Key Skills: Formulating and executing action plans. Managing complex

operations and large numbers of staff over multiple shifts. Strategizing

to resolve difficulties and implementing cost effective solutions. Serving

as a corporate officer. Simplifying and solving complex problems. Driving

innovative thinking.

BS, Electrical Engineering, Clemson University.

Selected Accomplishments

Negotiated lower component prices with suppliers, saving Marshall &

Williams $720K annually. Key product line costs were very high.

Researched and found suppliers with less expensive equivalent component

parts. Negotiated lower price for each item, reducing product line cost

by 20%.

Enhanced machine efficiency, generating $1.5M for Babcock Textile

Machinery. The design and building of company's electrical control panels

created a bottleneck, limiting sales volume. Outsourced with a local

electrical company to design and build improved electrical panels.

Produced additional sales, leading to increased profits.

Involved with quality enhancement program, saving $250K for Springs

Industries. Company desired to improve operations and processes.

Developed quality enhancement teams for Finishing Department composed of

supervisors and operators from all shifts. Implemented improvement

modifications. Quickly improved quality 1%, saving baseline costs.

Relocated RI operations to SC, delivering products on time for Marshall &

Williams' customers. Rhode Island operations had a high overhead cost, and

would be more efficient if moved to South Carolina. Determined timetable

for move. Studied manufacturing process, formulating relocation procedures

and steps. Increased product inventory before shutdown. Seamlessly

transitioned operations, meeting quality and delivery standards.

Career History

Director of Fabrication Services, Renfrow Brothers, Inc., 2007-Present.

$20M industrial contractor. Plan, schedule, and manage the operations of a

$1.5M metal fabrication operation. Manage 11 staff. Full P & L

responsibility for operation.

Owner, MAJ Corporation, Inc. dba The Cleaning Authority. 2005-2007. Started

up operations for a Home Maid Service Franchise. Hired all personnel,

trained personnel. Sold services to customers, scheduled operations,

handled customer service and maintained customer relationships, and

controlled all costs. Served 210 customers with 13 people, with annual

revenue of $400,000.

Marshall & Williams Products Inc., $35M equipment manufacturing company.

Operations Manager, 1999-2004. Planned, scheduled, and designed the

manufacturing components for all products. Managed $5.5M budget and 18

staff. Supervised plant operations. Supported sales team through

product costing and delivery schedules. Maintained customer

relationships.

Engineering Manager, 1998-1999. Managed 15 staff. Designed textile

equipment for manufacturing plant.

Manager, Babcock Textile Machinery, 1997-1998. $24M equipment

manufacturing company. Managed $3M budget and 32 staff. Supervised plant

operations. Directed engineering, sales, and service teams. Returned to

Marshall & Williams to lead company operations.

General Manager, Metal Fabrication Division, Marshall & Williams Products

Inc., 1996-1997. $35M equipment manufacturing company. Full P&L

responsibility for $1M budget. Directed operations for metal fabrication

plant including product quality and on-time deliveries. Supervised 89

employees. Managed contract sales division. Developed and implemented

policies and procedures.

Finishing Department Manager, Springs Industries, 1994-1996. $2B textile

manufacturing company. Managed $4M budget, capital budget, and 144 staff.

Directed operations for Grace Finishing plant.

Early career includes positions of Director of Engineering for Springs

Industries, and numerous promotions within Milliken & Company including

Construction Project Manager and Assistant Plant Engineer.

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