JACK Garforth

***** ********* **** ( SOLON, OH **139 440-***-**** (H) 216-***-****

(C) ( abkan0@r.postjobfree.com

Operations / Manufacturing Leader

. Strategic, decisive and well-organized leader, who is goal oriented and

driven by results. Full P&L Responsibility.

. Broad organizational, customer, supplier, and marketing perspective to

achieving operational goals.

. Champion of continuous improvements in safety, quality, productivity,

process efficiencies, and cost reduction. (Lean Manufacturing, Six Sigma

tools, Kaizen, Kanban, TPS, 5S)

. Passionate about training and people development. Builds cohesive teams

that understand key metrics and impact the bottom line. Excellent

interpersonal, communication, analytical, and facilitation skills.

experience

DVUV, LLC - Cleveland, OH (2010)

Developer and Applicator of UV cured Powder Coat Finishes for MDF and other

heat sensitive substrates.

Operations Manager (March - August 2010)

Hired for this newly created position to ready Company for its next phase

of growth. Responsible for Production, Quality, Process Improvement, and

vendor development. Downsized along with other employees due to lack of

business.

. Developed and implemented SOPs and Data Sheets for all production parts

to eliminate process variability and as a training tool for all current

and future employees.

. Instituted new program to burn off built up paint on part hooks

improving paint coverage quality and run time 10%.

. Designed and utilized new Information Center charts displaying trends

for all key metrics. Educated workforce on how to read them and how they

impact the results shown.

. Improved communications and plant readiness for incoming materials by

posting daily production, shipping, and receiving information on shop

floor monitor. Safety, Quality, and Efficiency updates were in

development.

. Worked with Bureau of Workers Compensation - Safety Grant Program to

design and build devices addressing repetitive motion and ergonomic

issues that would have significant potential for reducing injuries and

LWD cases.

Amresco, inc. - Solon, OH (2008-2009)

Manufacturer and supplier of high-quality biochemicals and reagents for

molecular biology, life sciences, clinical, and histology areas of research

for companies worldwide. ISO and FDA regulated industry.

Sr. Production Manager (2008 - 2009)

Recruited to this role to lead efficient production, packaging, and

shipping of branded products and custom OEM orders to locations worldwide;

3 direct reports, 38 associates and numerous temps.

. Introduced systems workflows and segregation techniques to improve

quality and productivity, resulting in a 60% reduction in customer

complaints in 2009.

. Utilized Lean tools to improve productivity, capacity and efficiency.

Improved capacity 35% in OEM Kitting.

. Reintroduced 5S and Visual Basics to all teams. Restored safe work

environment with good housekeeping practices and weekly departmental

audits.

PATIO ENCLOSURES INC. - Macedonia, OH (2002-2008)

Privately held manufacturer and installer of sunroom products, with 30

company-owned branches and 15 dealers and franchises.

General Manager, Northeast Ohio Operations (January - August, 2008)

Led sales, installation, and efficient operations of this $4.5 MM business,

with full P&L responsibility, 10 direct reports, including commissioned

sales force, and total staff of 23. Worked closely with Marketing,

Advertising, & Manufacturing to improve lead generation, grow NE Ohio

presence, and maintain a smooth flow of products moving to customers.

. Increased 1Q08 Net Income 24% over 1Q07, while sales and installations

decreased 22% same period through numerous efficiency and cost

improvement projects.

. Motivated sales staff to meet / exceed established sales goals and

objectives by developing effective sales incentives.

. Improved material costs as percent of revenue through housekeeping and

organization projects in the warehouse.

. Re-focused on safety, achieving zero recordables, and customer service

improvements (completing quality surveys).

National Installation Manager, Sunroom Marketing Division (2006 - 2008)

Promoted into this newly created role to improve safety performance,

installation efficiency and management skills of installation leaders

across all company owned operations. Managed 30 Installation Managers and

$65 MM budget.

. Visited all 30 branches to observe and document operations to create

best practice processes which could be emulated across all locations;

coached installation manager; and created buy in for branch and

corporate success.

. Improved installation processes and reduced costs to achieve a gross

profit improvement of over $1 MM.

. Reduced recordable injuries by 53% in 2007 vs. 2006, a $500,000 P&L

improvement.

. Decreased Labor and Material at 80% of branches and reduced overall OT

by $250,000 in 2007.

Quality Manager, Manufacturing (2002 - 2006)

Led quality assurance, yield and continuous improvement projects across

entire batch manufacturing process that serviced 50 locations. Managed 4

direct reports.

. Moved culture from inspecting quality to one of building quality in and

making it right the first time.

. Improved quality and delivery performance of suppliers by opening new

lines of communication and providing feedback on a customized supplier

scorecard, reducing aluminum rejections 40%.

. Catalyst for numerous improvement projects that enhanced the bottom line

by $700,000 over 4 years.

LTV STEEL COMPANY - Cleveland, OH

$4 billion steel manufacturer with 14,000 USWA union and professional

employees nationwide. Company went bankrupt in 2001.

Plant Manager, L-S Electro Galvanizing Co. (2000 - 2002)

Led safety, quality, productivity, yield, costs, and overall P&L for this

$180 MM, 450,000 ton progressive automotive coating line, a JV between LTV

and Sumitomo Metals. Managed $20 MM budget and team of 80+ in a 24/7

operation.

. Increased productivity 15%, making these the most profitable years in

LSE's history by applying Kaizen and Process Improvement principles to

manufacturing process.

. Implemented strategies that cut scrap by 30% and rejections from

historic levels of 4-5% to below 2%.

. Facilitated and improved customer relations and sales through on-site

visits and problem resolution.

. Coached maintenance organization to move from a reactive to a proactive

state.

Quality Control Manager, Cleveland Works (1997 - 2000)

Responsible for Yield Improvements across entire Flat-Rolled operations,

where primary focus was width and length loss issues followed by

reprocessing, rejections, re-applications, and stock slab generation.

Managed staff of 3.

. Moved culture from unit to product optimization, resulting in $10+ MM

performance improvement in scrap and 7% increase in Prime Yield for a

$40 MM / year improvement.

. Supported Cold Roll Finishing operations, whose primary customer uses

steel for exposed automotive parts.

. Led design and launch of innovative Mentoring Program, mirrored at other

facilities and companies. Mentored 2.

Manager, Employee Development (1990 - 1997)

Led plant employee development and technical training effort for 8,000

salaried and hourly employees working at 3 facilities. Managed $7 MM budget

and 21 employees / contractors. Coordinated ISO and QS-9000 activities.

. Built development and succession plans, tracking high potential internal

candidates.

. Designed, furnished, and oversaw construction of 15,0002 ft. off-site

training facility on time and under budget.

. Secured $500,000 in training grants from the Ohio Industrial Training

Program (O.I.T.P.).

. Designed and implemented "Expanded Craft" Training Program for all

Maintenance employees.

. Presented nationwide on incorporating adult-learning patterns in

training programs for improved success.

. Core developer of the Career Development Program and LTV Science &

Technology Institute (CWRU).

Held operations management positions prior to 1990

Education / Training

BBA - Operations Management and Marketing - Ohio University - Athens, OH

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