Supply Chain Customer Service

GREG SHELTON, MBA, CPIM, CQM

High Point, NC ***** . 336-***-**** . abl706@r.postjobfree.com

PROFESSIONAL PROFILE:

Senior-level operations executive with demonstrated ability to add value

through Lean/6?, process improvement, supply chain, contract manufacturing

and overall operations leadership in services, medical devices, consumer

goods, textiles, writing instruments and government contracting.

GENERAL MANAGER with Profit & Loss success in start-up, turn-around and

growth environments.

> Demonstrated success in complex, multi-variant projects, including IT,

ERP, plant closure and product start-up.

> Results driven change agent, mentor/coach and paradigm leader.

> Accomplished at strategic planning and unsurpassed at carrying process

and strategic initiatives to profitable execution.

> Constancy of purpose and power of decision to reinvigorate companies by

re-engineering processes, re-defining the mission and establishing a

collective vision - in short, reinventing the organization.

> Focused on solutions/outcomes and value added action to effect positive

shareholder value as well as proactive thinking to prevent problems and

critical thinking to solve them.

> Use creative, outside the box thinking to exploit threats/crises and

synergistic thinking to create opportunities.

> Strategic thinker with proven ability to execute plans that increase the

top and bottom line.

SUMMARY OF ACCOMPLISHMENTS:

. Managed multiple, diverse business units at the P&L level. Leadership

skill to re-position the company to exploit paradigm shift to our

advantage rather than suffer negative impact.

. Built goal driven High Impact Teams to effect change by

leading/mentoring/coaching in performance/solution management.

. Overhauled business process, including operations and business

development to effect growth strategy.

. Built Business Development Process that was largely responsible for turn

around. Developed and executed strategy to enter new product and service

markets. Started 3 (three) new business units. Implemented 2 (two),

increased sales in 4 (four), turned a 6% loss into a 10% gain in 1 (one)

and contributed to the success of a $15M unit.

. Turned company by growing $8M in sales, ($20K) cash flow and an annual

loss of $600K into $43M+ in sales, $800K cash flow and $3M+ in profit.

. Reversed AR/AP imbalance (1.7:3.8 - 3.9:2.3). Improved current ratio -

1.35 to 2.44. Improved AR from 55 to 85+%, took discounts. Negotiated

25% reduction in insurance cost while improving coverage.

. Renegotiated bank loans, lowered debt service by 33%. Paid down debt

$3M+. Strategic deployment of Lean/6 Sigma to increase ROIC. Improved

Process Velocity from 3% to world class. Improved OH and S/W ratio by 22

and 28%. Improved quality rating from poor to excellent, on-time

delivery from 80 to 99%.

. Used Vendor Scorecard with 6 Sigma Acceptance Protocol to establish a

Tiered Supply Chain that drove down material cost and corrected company

wide material non-conformance and high production costs. Lowered

materials cost by 9% and improved logistics cost by 44%.

. Value Stream Mapping/6? to reduce WIP by 30%, inventory by $3M+ and

scrap/rework by 90%. Global Supply Chain (sourcing-Asia/conversion-

USA/distribution-Worldwide). Used DMAIC to address safety issues and

reduce accidents.

. Maximized bottom line by strategically realigning two losing plants, this

made one plant profitable and the other a solid contributor to OH.

Pruned business units as required to effect profitable operations.

. Developed VA Medical Centers Supply Chain, which included Supply-Sales-

Service-Support-Inventory Control-WIP-Value Mapping-Site Management-

Quality Control and Customer Satisfaction.

Page -2- Greg Shelton, MBA,

CPIM, CQM

PROFESSIONAL EXPERIENCE:

Solutions/Resource Solutions of the Carolinas, greensboro, NC

2004-Present

Vice President / PRINCIPAL

Profit & Loss-turnaround and work out. Strategic planning and execution in

business development and financial management. Lean/Kaizen, 6?, Re-

Engineering, Continuous Improvement and Project Management.

Industries:

Automotive Pharmaceuticals

Service Organizations

Textiles Medical Device FDA,

GMP

Industrial Sleep Science Biotech

Apparel Supply Chain Retail

Operations

IFB Inc., Winston-Salem, NC

1997-2004

Executive Vice President

Government and Military Contractor-(Sales $8-50M)

Multiple 6? Products and Services including: Sleep Products, IMP, Optical,

Textiles, Writing Instrument and Contract Manufacturing. Zero Defect Life

and Limb military products.

. P&L, operations and quality turnaround. Strategic/crisis planning,

paradigm management, business development, supply chain, 6 Sigma, LEAN

Processes and organizational re-engineering.

. Established vision and revamped mission. Reorganized and "re-culturized"

company to exploit paradigm shift, SWOT analysis, formulated/executed

strategic, crisis, operational and financial plans.

. Chaired company wide ERP project. Served on Audit and Bylaws committees.

Involved in oversight of company investments, employee pension and other

accounting and financial management functions.

. Formed JWOD/Business Partnerships to secure long term uninterrupted

government contracts.

ATCO/B&W, Reidsville, NC

1983-1997

Manufacturing Processes/Quality & Process Improvement Manager

Consumer Products (Sales $13B) Directed staff of 300+. Oversaw and led

projects including Strategic Quality Management (SQM) and MRPII.

Consistently set new records and standards in operations, efficiency,

quality, safety, waste, cost and customer satisfaction.

. Directed cross training and upgrading of hourly personnel toward self-

directed efforts and mentored supervisors into teacher/coaches to better

address operations, customer service and company goals.

. Overcame discouragement of continuous cutbacks and impending plant

closure by focusing team on maintaining superb product quality and

outstanding customer service, creating and sustaining a high level of

focus, purpose and morale.

. Transformed a loose group that reported problems into a tight proactive

team that fixed them, this maximized process excellence and ROIC.

Converted factory operations to SMED to accommodate consolidation of four

plants into one.

. Consistently set production records-long term improvement of 35% even

after switch from Focused Factory to SMED.

. Streamlined operations by developing plant wide/three shift SOP's and

enforcing them; effectively worked with strong union to accomplish goals.

Partnered with department managers to maximize company value by

minimizing silo thinking.

FORMAL EDUCATION:

MBA, Wake Forest University, Winston-Salem, NC BA, Winston-

Salem State University, Winston-Salem, NC

PROFESSIONAL ORGANIZATIONS:

American Production and Inventory Control Society-APICS American Society

of Quality-ASQ

Chamber of Commerce-CEO Roundtable Economic

Development Council

Developed and Presented Workshops and Seminars

International Society for Pharmaceutical Engineers

CERTIFICATIONS:

Certified Production & Inventory Manager (CPIM)/APICS Certified Quality

Manager (CQM)/ASQ

PROFESSIONAL DEVELOPMENT:

Dale Carnegie KWT/TQI-TQM Kepner-Tregoe Center for Creative Leadership

Juran Trilogy Methods Toyota (Lean/Kaizen Strategic Quality Management

(6o)

Big Q/Cost of Quality Leadership Certified Quality Engineer

MRP/MRPII/ERP

Labor Law Institute Project & Supply Chain Management

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