Manager Customer Service

Jeffrey A. Miccichi

**** ******* *****, **********, **. 15108

330-***-**** abk2jt@r.postjobfree.com

PROFESSIONAL PROFILE:

Dynamic operations / manufacturing professional offering extensive and

successful leadership positions in industrial and manufacturing arenas.

Successfully integrate solid management, business development, personnel

leadership, and technical expertise in pursuit of bottom-line goals and

objectives.

CORE STRENGTHS:

Strategic planning and Supply Chain management Six Sigma /

5S / TQM

Profit and Loss Management

Efficiency/productivity enhancement

Customer service and quality control management Sales,

marketing, and business expansion

Lean Manufacturing Team Building / People

Development

PROFESSIONAL EXPERIENCE:

THE CONAIR GROUP (1/05 to present)

Plant Manager: Responsible for the plant operations for $150 million

auxiliary equipment manufacturer for the plastics industry. Responsible for

manufacturing, manufacturing engineering, purchasing, inventory, estimating

engineering, quality, project management, spare parts, and service.

- Improved on time deliveries from 58% to 99%.

- Improved inventory turns from 7 to 12.5.

- Improved manufacturing efficiencies from 55% to 66%.

- Implemented self directed work teams resulting in a 38% reduction

in indirect head count.

- Improved productivity by 32% measured by sales dollars per

employee.

- Lead China manufacturing start up.

- Reduced manufacturing overhead rates from $88.hr. to $68/hr.

- Reduced cost of major product line by 18% through sourcing in Asia.

- Grew spare parts revenue 10% in first 8 months.

LAFARGE ROAD MARKING, subsidiary of Lafarge, SA (4/02 to 3/04)

Multi-Plant Manager: Direct all aspects of a 5 division; $100 million

operation that was the market leader in manufacturing materials and

equipment for the road marking industry. Operations included 7

manufacturing sites and 7 regional distribution centers. Oversaw all

compliance, legal, and operational issues.

- Inventories were reduced by 60% in the first year.

- On time deliveries improved from 33% to 99%.

- Lead times were reduced by 67%.

- Warranty claims were reduced 65%.

- Grew revenues in spare parts segment by 50% by reorganizing

customer service.

- Implemented supply chain management programs that resulted in a 45%

reduction in working capital.

- Improved cash flow 10% by negotiating favorable payment terms with

suppliers.

- Improved gross margins by 8% through outsourcing and productivity

improvement programs.

- Reduced new product launch cycle by 50% by creating cross-

functional development teams.

- Oversaw company wide introduction of JD Edwards ERP system.

- Reduced SG&A by $1,000,000 through consolidation of administrative

functions.

FERRO CORPORATION, Plastics Division (1993 to 4/02)

General Manager - North America: Full profit and loss responsibility

for the Plastic Colorant Division North America including: sales of

$60 million, marketing, research and development, quality,

manufacturing, human resources, and logistics. Responsibilities

include: developing five-year business plans, acquisition plans,

market penetration strategies, new product launches, and pricing

strategies.

- Developed and implemented a sales productivity program resulting in

$12 million of new business and 17 new customers in first year.

- Developed sales training and mentoring program resulting in 2 new

sales representatives growing their territories by 25% in first year.

- Implemented pricing strategies resulting in a 12% increase in gross

margins.

- Developed 3-year strategic business plan detailing 40% revenue

improvement.

Business Manager - Automotive and Appliance: Full profit and loss

responsibility for the automotive and appliance market segments for

the plastic colorants division. Key accounts were Honda, Ford, Maytag,

Whirlpool, GE, and Electrolux.

- Increased segment income by 30%.

- Improved profit margins by 36%.

- Increased automotive market share 25%.

- Increased appliance market share from 42% to 73%.

Plant Manager: Responsible for total plant operations of 200 employees

at three operating units within the plastic colorant division:

including manufacturing, maintenance, engineering, purchasing,

inventory control, scheduling, production control, and budgets.

- Developed safety program resulting in all-time safety record.

- Reduced manufacturing downtime by 45%.

- Reduced manufacturing conversion cost by 35%.

- Managed multi-million dollar capital expansion projects from design

through completion.

- Led ISO 9001 and QS 9000 certifications.

Materials Manager: Responsible for the purchasing and inventory

control functions at five operating units within the division.

Responsibilities include development of sources for all raw materials,

MRO, and packaging supplies. Maintain effective inventory levels at

all locations. Direct and oversee scheduling, inventory control,

receiving, and purchasing personnel.

- Achieved and maintained 99% inventory record accuracy.

- Reduced inventory sku's by 40%.

- Developed cross functional sourcing teams for new product

development.

- Developed and implemented warehouse management system utilizing

radio frequency technology.

McDONNELL DOUGLAS, Columbus, Ohio (1986 to 1993)

Manager Operations Control: Responsible for all production support

functions including inventory control, production control, industrial

engineering, manufacturing engineering, and production planning

Manager Material Control: Responsible for inventory control,

production control, shipping and receiving, transportation, traffic,

and hazardous material control.

EDUCATION:

B.S. Business Administration

Bowling Green State University, Bowling Green, Ohio

Majors: Procurement, and Production & Operations Management

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