abl5lo@r.postjobfree.com ( (***) ***-

****

Steve Forrest 781 Beachler Road ( Tallmadge, OH

44278

Senior Executive - General Manager

Strategic & Financial Planning Operations Management Business

Development

Process Reengineering Lean, Six Sigma, ISO Sales

Management

Capital & Facility Projects Industrial Engineering

Marketing & Branding

Highly motivated, self-directed change leader with turnaround and

continuous improvement performance. Strategic and visionary leadership

coupled with focus on profitability and operational excellence.

Successfully built numerous high-performance cultures centered the customer

experience. Strong financial aptitude with P&L responsibility. Keen

organizational, analytical, problem solving and decision-making ability.

Articulate communicator with effective presentation skills. Computer skills

include Microsoft Office suite, numerous ERP packages and CAD/Visio. Open

and very flexible for relocation.

PROFESSIONAL EXPERIENCE

Viking Door & Window 2007

- 2010

General Manager and Chief Executive Officer

Consumer and building products manufacturer and distributor - regional

market leader for mid-to-high end products.

Seven direct reports: Vice President of Sales, Vice President of Marketing,

Director of Operations, Director of Corporate Affairs (IT- HR- Legal),

Director of Business Development, Accounting Manager/Controller, Inside

Sales Manager

. Initially recruited as Director of Operations and promoted to CEO by the

Board of Directors in eight months.

. Halted a five year decline in profitability while raising gross margins

2.5% during the most difficult construction market since the Great

Depression.

. Measurably increased quality through LEAN manufacturing and Six Sigma

implementation, metrics and operations cross-training.

. Created an operations performance model that places an unwavering focus

on customer experience and guides company performance metrics.

. Led the selection and implementation of a new corporate ERP system for

improved decision making, centralized control, and reduced resource

requirements. New ERP system reduced sales errors 68%, doubled inventory

turns, streamlined numerous processes, reduced cycle time by 48 hours and

increased forecasting and cash control.

. Revamped product offering, advertising and manufacturing specs in

response to national competitors continued pressure on price point sales.

. Overhauled and ignited a new culture under a revised corporate brand

(logo, taglines, website, facility and advertising) which reflected a

strategic shift in Viking's market position.

. Leveraged market share and vendor relationships to improve purchasing

terms and cash management.

. Drove down manufacturing labor from 19.1% of sales to single digits while

improving on-time performance.

. Reenergized sales force by restructuring compensation plans, moving

additional funds toward customer development and creating builder-loyalty

programs.

. Ushered the company toward an "e" strategy and green product placement.

. Led numerous capital projects that reengineered facilities, production

flow and dramatically increased tenant leased spaced.

. Began development of overseas-built private label lines to increase

margins and lower manufacturing costs.

. Developed operating budget, cash flow management tools and financial

variance reports that controlled and drove down COGS and variable costs.

. Traveled nationally to foster vendor and industry relations, review new

products and lead turnaround initiative/financial reviews with

stakeholders.

. Led the corporation through numerous reorganizations - initially, to

revamp the culture and performance expectations; later, through downsizing

and process reengineering as the building market deteriorated.

LPC, LLC 2005

- 2007

Operations Manager

Plant Manager (former title due to promotion)

Engineered wood packaging manufacturer that specializes in design, high

service and short lead-time orders.

. Responsible for every aspect of a moderate-volume, high-customization

manufacturing company including production, engineering, logistics,

quality, human resources, safety, inventory and maintenance.

. Created a manufacturing culture that promotes safety, teamwork,

accountability, and high performance.

. Co-managed B2B sales team and personally closed a $1.7M contract with a

major disc drive provider.

. Implemented, taught and sustained lean concepts and TPS quality process

to the plant floor.

. Increased manufacturing efficiency 25.4% in 2006 via reengineering and

production incentive system.

. Developed performance metrics and an incentive-based assembly system that

optimizes plant output, plant flexibility and labor usage while increasing

plant morale through visual management.

. Decreased primary material cost by 12.8% through production control and

reduction of waste.

. Designed and implemented numerous machinery improvements, material

handling devices, safety improvements and manufacturing cells for new

products.

. Reduced OSHA recordable rate by 66% in 2005 - by 83% in 2006.

MonierLifetile, LLC

2003 - 2005

Senior Production Manager

The nation's largest concrete roof tile manufacturer - 24/7 operations.

. Developed and mentored five junior managers in advanced management

techniques that include continuous improvement, lean/TPC, time management,

process control, and productivity management.

. Managed, along with my team, a dramatic increase in efficiency (59.8% to

75.3%) and a decrease in rejects (3.9% to 1.9%) that was sustained

throughout my tenure.

. Led Stockton's 5S movement as SpiD/Continuous Improvement Manager for

lean implementation.

. Chaired the Green Tile SPiD Team which reduced green tile downtime by 49%

- monthly savings $18,294.

. Led Stockton's safety efforts with increased training, increased

awareness of Monier safety policies, and a focus on preventable injuries -

reduced OSHA recordable rate by 40%.

Early career highlights

1989 - 2002

Numerous titles and industries

During this thirteen year span of management positions, I held titles

including Director and Manager of numerous industrial departments,

Continuous Improvement Manager and Manufacturing Engineer. I ran operating

and service departments, with budgetary responsibility, within the

pharmaceutical, plastics, food and consulting industries. In 2001, while

completing my Masters degree I founded an operations-based consultancy that

garnered jobs from Toyota, Webvan, Thai Lift Industries and Therma

Corporation. These projects allowed my team to develop and successfully

lead projects in the USA, Japan and Thailand. The hallmarks of my early

career include reengineering departments and processes to reduce cost,

improve throughput, incorporate lean and Six Sigma concepts and build

positive work cultures. I have been successful in forming strong teams and

focusing them on value-added projects that impact bottom lines.

EDUCATION & AFFILIATIONS

Pepperdine University Master of Science - Management

Technology-based Executive MBA

Cleveland State University Bachelor of Science - Industrial

Engineering

Assistant Golf Coach 1993-94

Board of Advisors Milgard Manufacturing ( Pepperdine

Alumni

Six Sigma Certified Black Belt

Steve Forrest

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