Manager Project

Ron L. Hollander

*** * ******** ****, ******** **350

815-***-**** - ***************@*****.***

SUMMARY OF QUALIFICATIONS

Performance driven Senior Operations / Manufacturing Management Leader with notable success in

delivering impressive start-up and turn-around results in both large and small corporations. Change agent with

strengths in formulating and implementing long term strategies and initiatives that have supported organizational

growth, improved operational efficiency, and increased profit margins. Demonstrated ability to lead diverse,

cross functional groups to achieve objectives and meet critical deadlines in fast paced environments. Proven

team leader skilled in recognizing and leveraging organizational talent.

More than 15 years of progressive leadership and management experience involving:

Manufacturing / Operations Management Business Development

Start-Up Management Entrepreneurship

Turn-Around Leadership Technology Development

Six Sigma & Lean Manufacturing Vendor Partnerships

Quality System Implementation (ISO) Coaching & Mentoring

Recruiting, Staffing, & Training Research & Development

Productivity & Efficiency Improvements Project Management

Union & Non-Union Experience X-Functional Team Leadership

Total Quality Management Multi Site Responsibility

Organizational Design & Development Multiple Plant Expansions

OSHA MSHA & Environmental Experience Plant Layout & Design

PROFESSIONAL EXPERIENCE

FAIRMOUNT MINERALS, WEDRON SILICA COMPANY Wedron, IL 2007 – 2009

Plant Manager

Directed all operations, manufacturing and business development activities. Managed 6 direct reports and 67

union employees for a $75 million Silica Mining and Processing operation.

• Tasked to turn around an under performing operation . Assumed management,

assessed business, procedures and staff. Developed and implemented changes to maximize plant

capacity and efficiency. Increased plant frac sand production by 17%, overall sales by 24%, and

plant profitability by 40%.

• Improved plant foundry sand quality through increased attention to detail and pushing

individual accountability. Reduced non-conformance incidents by 52% in the first year.

• Completed a mineral reserves study to improve the quality and yield of our mineral

reserves. Adjusted mine plan to maximize reserves while improving overall silica quality.

PERMABILT OF ILLINOIS / THE FLINK COMPANY / TELEWELD Leroy/Streator, IL 2005

- 2006

Operations Manager

Directed all operations, manufacturing and business development activities. Managed 6 direct reports and 45

union employees for $11 million Metal Fabricating Company and a Manufacturing Company in the commercial /

residential construction industry.

• Tasked to turn around an unprofitable business . Assumed management, assessed

business, procedures and staff. Developed and implemented changes to reduce staffing levels by

45% without impacting production capacity.

• Tasked with improving quality standards . Assessed situation, developed and

implemented quality plan which resulted in securing ISO certification .

• Challenged with improving productivity and reducing operating costs .

Researched, evaluated and analyzed current policies, procedures and systems. Formulated and

implemented plan to consolidate operations from 4 separate buildings into one location resulting in

significant efficiency improvement and significant cost reduction.

JAMES HARDIE BUILDING PRODUCTS Peru, IL. 1999 – 2005

Plant Manager

Managed manufacturing facility with an annual operating budget of $96 million, 8 production lines, 560 million

sqft capacity, 10 direct reports, and 245 non-union hourly employees. Grew this location into the

organizations flagship plant.

• Tasked with the commissioning and start-up of a Greenfield manufacturing facility .

Prepared and implemented commissioning and operating plan. Commissioning and operating

milestones were exceeded. Plant was operating at 40% of capacity at 60 days and 83% of design

at 6 months. Both milestones remain company records.

• Challenged to recruit and hire the hourly staff for the plant start-up . Worked with

department managers and consultant to set functional requirements, and pre-screen and interview

candidates. We were able to fill the 70 positions over a 4 month period.

• Electrical design/installation problems were hurting production start-up efficiencies .

Assembled a team of company and vendor specialists to remedy the problem. Problems were

identified and corrected within 45 days. This resulted in an immediate 20% improvement in

operating efficiency.

• Tasked to double plant capacity in 9 months . Worked with corporate engineering to eliminate

all design flaws in the initial design and developed plan to address additional labor and raw material

requirements. Additional capacity was operational on time and was at 85% of design 4 months

after start-up.

• Identified the need to repair relationship w/ local trade unions prior to first plant

expansion. Met w/ local union presidents to explain our future expansion plans and our desire to build

a working relationship with the local unions. The groups agreed that the local unions would not

push for “closed job sites” and they would participate in future plant expansion construction

activities.

• Recognized need to develop a comprehensive, measurable safety program . Worked with

managers to identify true drivers of a safe work environment and built a program using KPI’s to

manage and promote safety on the site. This program was rolled out to the other company sites in the

US the following year.

CELOTEX CORPORATION Fort Dodge, IA. 1998 – 1999

Operations Manager

Managed manufacturing facility with an annual operating budget of $15 million, 225 million sqft capacity, 6 direct

reports, and 80 union employees.

• Recognized the opportunity to increase plant capacity, lower production costs, and

reduce field complaints. Identified need to challenge the union work force to promote a sense of

ownership and commitment throughout the plant. Reviewed current operating parameters and

procedures and enlisted the help of key operations personnel to revise operating parameters and roll

out equipment and process modifications. In the first 12 months we realized a 14% increase in

production capacity, improved declining fuel efficiency by 10% and reduced field complaints by

over 65%.

UNITED STATES GYPSUM COMPANY Fort Dodge, IA. 1985 – 1998

Board Department Manager

Managed manufacturing facility with an annual operating budget of $25 million, 410 million sqft capacity, 6 direct

reports, and 230 non-union employees.

• Implemented program to improve waste, speed, and delay results, improve warehouse and

loading efficiency, and improve overall productivity. Realized a 5.5% increase in operating

efficiency, a 6% improvement in man-hour productivity, and a 3.2% increase in fuel efficiency

Mill / Hydrocal / Packing Department Manager

• Tasked w/ managing a $4.5 million expansion to double the company’s operating capacity.

Worked with key personnel to finalize the design and acted as project and start-up manager for the

expansion. The project came in under budget and on schedule.

Project Manager

Responsible for $10 million plant expansion that increased operating capacity by 30%.

Quality Engineer

Developed and implemented quality program for the Redi-Mix start-up operation.

EDUCATION

B.S. Civil Engineering, Iowa State University, Ames, IA.

Executive Development Programs:

The Wharton School of Business at the University of Pennsylvania

The Anderson School of Business at UCLA

The Kellogg School of Management at Northwestern University

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