Glenn Tanzman, CPIM, CMfgE, CQE

* ********* *****, ************, ** 12603 914-***-****

abl4aq@r.postjobfree.com

Director of Manufacturing Operations

Lean / Productivity Improvements / JIT / Kaizen / ERP / Automation /

Continuous Process Improvements

Global Supply Chain / Offshoring / ISO9000 14000 / Value Stream

Engineering / Compliance / VRM

Capital Projects / Demand Flow Management / Cost Control / KPI / TOC /

Training / Staff Development

5S / Kanban / Project Management / Six Sigma / Cellular Manufacturing /

S&OP Planning

Plant Layout & Design / Best Practices / CRM

Working for firms of all sizes, I have improved processes, upgraded

systems and introduced new methods to increase efficiency, productivity and

quality for firms in medical devices, cosmetics, process, lighting,

plastics, materials and other industries. Leveraging Best Practices,

automation and global sourcing opportunities, I have consistently reduced

material, labor and production costs.

My achievements have had measurable positive impact on both top and

bottom line financial results. I have managed budgets to $25M and staff to

600. Among key my skills, I can:

o Reengineer production methods to maximize productivity and profit

o Constantly improve products and processes to gain and keep a keen

competitive edge

o Forge durable strategic alliances with vendors and customers

o Minimize costs without adversely affecting quality or customer

satisfaction

o Transform ideas into manufacturable products

My record of improving profits, quality and customer satisfaction is due

in part to my strong leadership and team building skills. I inspire

loyalty and get more out of people than they know they had.

My skills are complemented by an MBA in Industrial Management from

Fairleigh Dickinson University and BS degree in Chemistry from the City

College of New York. I received a Purple Heart and Silver Star during my

military service. I am an active member of and hold professional

certificates from APICS, SME and ASQ.

Selected Accomplishments

Redesigned Plant, boosting output seven-fold. Tanzco client, American Glass

Light, needed to improve productivity of inefficient plant to meet expected

high demand for new product line. Redesigned factory, implementing Lean

protocols and 5S program to free floor space. Acted as general contractor,

overseeing construction. Consolidated multi-story operation to single

floor.

Led successful multi-site consolidation. Diba needed to accelerate stalled

integration of company newly acquired by its parent, Halma. Identified key

impediment to smooth, prompt integration to be resistance from management

of acquired firm. Developed plan to accommodate concerns of team while fast-

tracking transition. Consolidated multi-state facilities into single plant

in NJ on time and under budget.

Recovered significant uncollected receivables. Following Diba acquisition

of Baldwin, conducted audit uncovering substantial uncollected invoices

from merged firm. Directed rebilling and collection efforts, recovering

$440K in outstanding receivables in first 90 days.

Leveraged Value Stream Mapping to improve productivity. Polich-Tallix

needed to improve monitoring of work-in-process in order to better control

schedules and costs. Acting in interim senior operations executive

capacity, developed Value Stream Maps and applied Theory of Constraints

model to plan schedules. Installed visual controls on plant floor. Cut

production time 20%, saving two weeks per cycle.

Reengineered production facility, increasing efficiency. Inefficient

production was causing Diba to be late in delivering orders. Created

customer and product family-based production cells. Consolidated operations

from multiple floors. Replaced stock room with point-of-use pods.

Implemented cycle counting. Conducted daily quality circle meetings. Won

grants from local agency funding training initiative, including Lean, ESL

and blueprint reading. Increased throughput 30%.

Instituted Lean manufacturing methods, improving on-time performance.

Production at Lighting Services was chronically behind schedule, resulting

in late order fulfillment. Recognized need for upgraded scheduling

processes. Developed computer-based planning system implemented Lean

protocols. Posted rolling production schedule on floor, winning buy-in from

staff to meet aggressive daily production goals.

Automated processes to boost productivity while cutting labor costs.

Zumtobel was looking for ways to improve profitability. Recognized

opportunity to reduce labor costs with "lights-out" cell for sheet metal

punching operation. Researched, sourced and installed automated equipment,

coming online within one week of delivery. Eliminated need for third-shift

and weekend overtime with 100% unattended production. Achieved full ROI in

eight months.

Installed real-time job costing system. Liverpool lacked ability readily to

forecast demand or determine actual production/material costs, impeding

accurate pricing and production planning. Sourced and implemented COTS real-

time labor and materials tracking platform. Improved on-time performance

from 35 to 95%+. Increased pricing accuracy 32%. Grew business by 15% in

five years. Reduced cost-of-quality $1.2M annually.

Improved raw material turn rate. Liverpool material turn rate fell far

below expectations, encumbering firm with excess inventory and high

carrying costs. Developed procurement plan and coordinated with key

suppliers to institute JIT delivery program for standard materials and one-

day delivery on special order goods. Increased material turn six-fold to 24

times per year. Reduced floor space allocated to inventory by 25%.

Implemented ERP system. Swingline resource planning and management

functions were performed using efficient manual systems. Coordinated

installation of ERP platform. Set up off-site training facility for users.

Improved enterprise operational efficiency 40%, winning commendation for

parent company, ACCO USA, CEO.

Reorganized planning and supply chain. As a vertically-integrated

manufacturer, Swingline sought move to cellular manufacturing to improve

efficiency. Recognized need to reengineer supply chain to accommodate new

processes. Cross-trained existing staff to be planner/buyers and assigned

them to cells. Achieved next-day replenishment on deliveries to key big box

retail clients, including Walmart, nationwide within 90 days. Reduced WIP

inventory $6M.

Career History

Managing Director, Tanzco Consulting 2007-Present. Directed Lean

improvements, business reengineering, CPI, TQM, ISO certification and other

projects for manufacturing and service firm clients. During assignments,

served as client's VP of Operations or similar roles. Concurrently, Adjunct

Professor, Operations Management, Marist College.

Vice President, Operations, Diba Industries, $21M subsidiary of $590M Halma

PLC, 2006-2007. Implemented significant Continuous Process Improvement

initiatives. Developed strategic sourcing alliances in Europe, Pacific Rim

and Africa. Improved throughput 40% with Lean processes, enabling 20%

annual growth.

Director of Operations, Lighting Services, Inc., 2003-2006. Managed all

operational areas, including production, planning, supply chain and sales

for $18M manufacturing firm. Led successful major performance turnaround.

Improved on-time performance to 99.8%.

Operations Manager, Zumbotel Industries, 2001-2003. Led performance

improvements for $50M manufacturing firm, utilizing Lean, KPI and Kaizen

methodologies. Established strategic partnerships with suppliers in China.

Personal information: Active in numerous charitable and civic

organizations, I was awarded UJA Federation's Exceptional Service Award. I

am also an active member of numerous professional and business

organizations, serving as a Board Member and Vice President of APICS's Mid-

Hudson Chapter and on the Board of ASQ Section 302.

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