Billy S. Sweatt

*** ******** **** **********, ***** Carolina 29115

Phone-803-***-**** / abjuov@r.postjobfree.com

Manufacturing Operations Management

Strategic Planning and Plan Execution - Lean Manufacturing Practices

Process / Production Optimization - Productivity Improvement - Major Cost

Reduction Strategies

Progressive career in world class manufacturing operations beginning with

The Standard Products Co.and currently Operations Manager with Force

Protection Industries. Execution level leader successful driving large-

scale production operations and change management strategies. Strategies

have consistently improved quality, streamlined processes, modernized and

integrated equipment and systems, reduced cost and achieved business unit

revenue and overall profitability goals. Areas of expertise include:

Budget and Cost Controls - Quality Assurance - Customer Service and Problem

Resolution

Deming, Kanban, 5s Training - Demand Flow - Material Handling - Capacity

Planning

Professional Experience

Force Protection Industries, Ladson, SC

(Currently back

from Kuwait)

Site Manager Kuwait

November 2009 - Present

Site manager at the MRAP Sustainment Facility (MSF) in Mina Abdullah,

Kuwait.

Manage all aspects of the manufacturing operation installing

Independent Suspension Systems (ISS)

on Cougar MRAP vehicles.

Interact with all levels of Marine and Army personnel to ensure

timely delivery of completed MRAP

vehicles to OEF.

Work closely with personnel at our Ladson facility to orchestrate the

timely movement of personnel

Into and out of Kuwait.

Established a rapport with our partner Oshkosh Corp. who provides the

suspension for our vehicles.

Operations Manager 2nd shift operations

October 2006 - November 2009

Lead a team of supervisors, welder/fitters and integrators in the

fabrication and assembly of ballistic proof armored vehicles for the

military.

Supervise all facets of the production floor to include enforcement of

company polices and procedures.

Work closely with the engineering group on all process changes and

print changes.

Schedule manpower and overtime according to requirements.

Wilbert Plastic Services, St Matthews, SC

April, 2006 - June, 2006

Molding Supervisor 1st shift operations

Lead a team of 25 Mfg associate and mold techs in the production

of exterior and interior molding for the

Automotive and lawn & garden industries.

Supervise all mold changes and process changes in accordance

with the operating schedule.

Work closely with the engineering group on all process changes

and cycle time changes.

Plastech Eng. Products, Winnsboro, SC March, 2005 -

April, 2006

Molding Supervisor 3rd shift operations:

Lead a team of 45 Mfg associate and mold techs in the production of

exterior and interior molding for the automotive industry.

Implemented a team based production staff by breaking the department

down to 4 smaller groups each consisting of a team leader/QC tech.

This increased standard efficiency from 78% to 94% SOE, while reducing

scrap from 15% to 2.5%.

Supervise all mold changes and process changes in accordance with the

operating schedule.

Work closely with the engineering group on all process changes and

cycle time changes.

Serve as a liaison to Gm, Ford, Mercedes, and Chrysler during off

hour's production.

Electrolux Home Products, Orangeburg, SC 1999 -

March, 2005

Joined the Electrolux team bringing a solid 12-year career in a world

class manufacturing environment with experience servicing leading

global accounts in the automotive industry. Progressive career through

the Electrolux manufacturing operation beginning as Supervisor and

accelerating to Business/Operations Manager of the Welding group, and

Tiller lines (fabrication, and assembly) with $5.4 million budget

accountability and direct management oversight for 180 employees.

Operations Manager 1st Shift (1999 - 2005)

Business/Operations Manager, Weld Shop

Since 2001 functioned as an integral part of the strategic operations

team charged with implementing an aggressive change management and

performance improvement strategy. Implemented lean manufacturing

practices (JIT, material handling, demand flow) and identified deep

cost reductions across each position held and each operating unit.

Strategies supported the plant in downsizing from 2500 to 1850

employees while achieving increased productivity from 3300 to 5000

tractors per day -- and plant revenue growth from $70 to $160 million

annually.

Achievements

V As 1st Shift Manager lead a team of 75 direct reports

responsible for four departments including fabrication, welding,

paint, and shipping and receiving.

V Identified "gating processes" and "bottlenecks" in both the

internal and supplier operations. Preventative maintenance

program restored equipment "uptime" to 94%, equipment

replacements and supplier quality programs eliminated damaged

material reducing rework by 15% and increased throughput 10%.

Electrolux continued. . . .

Business Manager, Tiller Assembly Lines (2002-2005)

Supervisor (2000-2001)

As Business Manager for Tiller Assembly directed a 1-shift operation

which produced 200,000 front and rear tine tillers a year. The

business unit was the world's largest Tiller manufacturer and

generated more than $28 million per year.

V This was the beginning stage of the process optimization and staff

reduction strategy noted above. Initiated a workforce maximization

plan and restructured the Tiller Line business unit from 187 to 145

employees -- while implementing equipment, process and material

handling changes which improved productivity 35% within the same 24-

month period.

V Initiated a formal Site Safety program. Established standard

operating procedures, training program and safety equipment

programs. Effort reduced safety issues 50% reducing cost from

$900,000 to $430,000.

Standard Products, Winnsboro, SC

1987 - 1999

$8 million plastics and molding

Supervisor/Process

V Managed a team of 35 operators in the Injection molding department,

which made body side moldings for GM, Ford and Chrysler. Increased

production 15% by incorporating new standards and procedures.

V Developed processes for the NS van Gas assist program in 1994.

Education

Business-Clemson University, Clemson, SC (no degree)

Contact this candidate