Manager Manufacturing

Dennis M. Desjardin

*** ******** ***** ? Christiansburg, VA 24073 ? 540-***-**** ?

************@***.***

Plant Manager

Operational Planning & Execution / Team Leadership / Manufacturing Methods

Executive with 15+ years' experience demonstrating leadership in managing

multi-site operations for rubber, plastics, and textile, manufacturing.

Over 20 years experience as a Tier I & Tier II Supplier with numerous

quality and delivery awards. Generated millions of dollars to top and

bottom lines, re-engineering production processes and aligning

manufacturing operations with customer requirements. Strong record of

accomplishment managing cross-functional teams and leveraging strategic

partnerships to achieve aggressive production goals and deliverables. Keen

understanding of business priorities; executing operational strategies by

reorganizing, streamlining and strengthening manufacturing/production

processes to capitalize on efficiencies and cost reductions.

Core Leadership Competencies

Capital / Expense Management Start-Ups and Continuous Improvement

Turnarounds Kaizen

Maximizing Profitability / Production Expansion Enterprise Resources

Yields Planning

Value System Mapping Just-In-Time Customer Relationship

Management

Manufacturing Resources Lean Manufacturing Total Quality Management

Planning

Production / Operations Union and Non-Union Safety Controls

Management

Key achievements

> Improved EBITDAC from 25% to over 50% in eight weeks. Longwood

Industries was under-performing, requested by CEO to identify and

solve the problems at Virginia manufacturing site. By going into the

production area and doing all processes personally to understand the

issues, was able to apply Lean Manufacturing Tools, KanBans and Best

Practices Methods to reduce process flow, machine downtime, off

quality and excess labor. As a result of the findings and changes

made, improved EBITDC and reduced past dues from $400K to $15K.

> Turned failing business, into profit center with a 25% contribution.

Longwood purchased the Extruding Business from Goodyear in Ohio and

relocated all equipment to Connecticut location at a cost of $4M.

Once operational in CT, the business continued to lose money every

month for over three years. Recommended then received approval from

the CEO to spend $700K to relocate business to Texas location that was

under my leadership. By working personally with the equipment,

training new associates in best practices and re-evaluating the raw

materials, was able to save the business division. Re-engineered

process using Lean Manufacturing, implementing process controls and

new raw material guidelines, saving the business from collapsing.

> Developed, assisted in the design and oversaw manufacturing of a one-

of-a-kind machine, allowing Longwood to become profitable in the

automotive exhaust business. Longwood Industries was able to maintain

profit margins and within nine months pay off capital investment, by

manufacturing metal inserts in-house vs. purchasing from the outside.

> Generated over $1M operations profit, turning around under-performing

Division in 13 months. A new division at Guilford Mills (GFI) had

sustained over $50M loss over the previous three years. Assigned to

bring about change and convert failing division into a profit center.

Conducted root cause analysis, restructured operation, eliminated

problems, developed new procedures and communicated with suppliers and

customers, generating profit.

> Reduced raw material cost by over $1M per year, improving process to

reclaim raw material. Identified opportunity to reduce cost at

Longwood's Virginia operation, removing the uncured rubber from

treated fabric, permitting operation to remix the compound and use it

to make first-class quality parts, improving process also reducing

landfill costs.

> Netted company $1M, developing and implementing quality improvements

and reducing direct labor 25-50%, (depending on machine type).

Challenged Liberty's belief that quality would be sacrificed by

running the machines at a faster speed. Initiated a time study on the

relationship of speed versus quality. Proved Liberty's theory was

false and that raising machine speed did not affect the quality of the

product, evaluating protracted documents. Ran machines at faster

speed, producing top-quality products.

Dennis M. Desjardin Page 2

Professional Experience

KELTECH

AREA MANAGER SMT PRODUCTION, Roanoke, VA (2010-PRESENT)

Build to Order Circuit Boards, Control Panels and other Electronic

Components

.Hired by Company to bring about change to an Organization that was still

operating under 1970's philosophy and rules.

.Implemented Root Cause Analysis Process, single piece flow methods and

Best Practice Concepts. In 6 weeks a significant improvement in quality

and productivity was achieved.

. Implemented a Continuous Improvement Team along with Introduction to

Kaizen and 5S

. Was able to reduce the #1 cause of defects (for over 20 years) by 78-

82% within 5 months.

Longwood Industries

Vice President of Operations, Florham Park, NJ (2002-12/31/2007)

Design & manufacture elastomeric (rubber/plastic) products with six plants

throughout the US, Canada and Spain.

Selected to manage manufacturing operations for four large-scale production

plants, representing more than 55% of the company's total revenue. Oversaw

$30M operating budget to support plant operations, achieving target goals

and deliverables. Managed 350+ indirect and 10 direct reports. Worked

closely with cross-functional teams to identify and resolve operational /

workflow issues. Reported directly to the CEO.

Selected Achievements

. Improved gross margin 17%, stabilized transportation costs and increased

net profits 20%, building team with trained and qualified staff, and

implementing safety and distribution programs.

. Generated $600K+ in revenues per year, working closely with customers to

quickly identify and resolve product quality and inventory issues,

ensuring customer requirements were fully met.

. Increased EBITDAC for manufacturing facility from 25% to all time

record of 50% in eight weeks, identifying continuous improvement

opportunities through performance measurement, process analysis and

best practice methods.

. Reduced a 24/7 operation to a 24/5 operation without effecting sales

volumes, utilizing Lean Manufacturing techniques (Kaizens, 5S, Value

Mapping, Fishboning and Time Studies).

. Saved company $2M, relocating plant from New England to Virginia.

. Established a contribution margin of 30% and re-established company as

a key supplier for extruded parts in the shipping industry, relocating

unprofitable facility from Connecticut to Texas.

. Saved Canadian division $1M per year in material costs, enhancing

plant capabilities.

Liberty Fabrics / Parent Company Courtaulds

Vice President of Manufacturing, New York (1998-2002)

Design and manufacture new lace and fabrics for Victoria Secrets, Bali,

Wacoal, Nike, Jobst, and Warners.

Recruited to manage four manufacturing plant operations with accountability

for budget management of $80M, sales, production, and P&L. Supervised 600+

staff. Evaluated technical specifications and economic factors relating to

process design objectives. Monitored, maintained, and enhanced existing

advanced control applications for effectiveness, utilization and

profitability. Reduced transportation costs by negotiating lower-cost

contracts with vehicle carriers.

Selected Achievements

. Reduced manufacturing costs $4M/year and improved deliveries 10%,

implementing Lean Manufacturing and JIT methods.

. Established first OSHA-approved safety program, including installation

of safety equipment and introduction of safety training programs,

reducing production downtime due to accidents by 10%, and insurance

rates related to workers' compensation by 25%.

. Saved company $1M per year, reorganizing hourly workforce and reducing

skilled staffing by 33%, without union or legal ramifications.

Dennis M. Desjardin Page 3

Professional Experience-continued

Liberty Fabrics

Hofmann Lace/Guilford Mills

Business Unit manager, Greensboro, NC (1996-1998)

Guilford Mills, producer of warp knit fabrics, acquired Hofmann Lace, lace

window treatment supplier and manufacturer.

Led operations for two manufacturing locations, including functions of

research and development, engineering, testing, and quality control.

Accountable for P&L, staffing and implementation of policies and

procedures. Managed 300 staff and oversaw $40M Home Furnishing business

while starting up $35M Intimate Apparel business. Bridged communication

gaps between the engineering organization and business departments to

launch products to market. Established new development processes that

allowed the company visibility into project plans and progress.

Selected Achievements

. Oversaw initiative to set-up and grow Intimate Apparel Division, aligning

product development efforts with manufacturing and production operations

to quickly meet customer requirements.

. Produced revenues of $35M, bringing new manufacturing plant on line to

produce intimate apparel and stretch athletic apparel out of Lycra .

. Revamped operations within the technical development department,

streamlining processes to increase efficiencies and replicate industry

standards focused on rapidly identifying and resolving product issues.

Charbert

Vice President of Operations, Alton, RI (1994-1996)

Manufacturer of warp and circular knitted fabrics for intimate apparel,

swimwear, athletic applications.

Directed two manufacturing operations with technical resources and leading

edge technology to the development of new fabrics. Turned around failing

operation, producing $45M in revenue in less than two years. Supervised

and trained 196+ employees. Developed and implemented market and

distribution campaigns as part of new product introductions. Hired,

trained and supervised 200 employees.

Selected Achievements

. Generated 60% increase in sales, by researching and evaluating

materials produced for various applications, recommending changes in

product formulations to penetrate new markets.

. Grew sales revenue to $40M, establishing and managing product plans,

roadmaps, and definitions to define customer value to target niche

markets.

. Penetrated new key customer accounts and improved technical support

for entire customer base.

Guilford Mills

Business Unit Manager, Greensboro, NC-1991-1993/Business Unit manager,

First Pine Grove, PA-1983-1991

Recruited to oversee two manufacturing plants comprised of 1,400 employees,

revenues of $200M and production in excess of one million yards per week of

high value fabrics. Recognized by CEO and BOD for turning around

operations from losing $7M to generating $1M in profit over 13 months.

Previously promoted from Technical Development Manager to Plant Manager and

then to Business Unit Manager.

Selected Achievements

. Directed water waste facility, and implemented Right-to-Know basic

awareness program.

. Managed two circular knit and stretch warp knit fabric production

facilities, producing 1M yards of fabric weekly, as well as eight

commission knitting plants.

. Reduced operating costs $500K, restructuring operation, implementing

safety procedures, improving labor relations and quality control for

automotive division.

OTHER RELEVANT HISTORY

U.S. Marine Corps : Honorable Discharge

Bachelor of Science: Business Management

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