Customer Service Manager

JOSEPH F. LAWLER Email:

******@*********.***

** ****** ***** ******, ** 07871

(H) 973-***-****

[pic]

OPERATIONS EXECUTIVE

Change, Performance & Solution Management // Productivity //Asian Sourcing

//Customer Service//Lean Manufacturing Efficiency & Yield Improvement //

Operations Infrastructure // Reorganizing & Revitalizing // Vendor

Relations and Contracts// Revenue and Profit Growth // Complete P&L //

Strategic Alliances

Results driven senior manager with proven leadership and problem solving

skills. Extensive experience in International Procurement and Supply

Chain Management, multi-plant management, leading green field expansion

projects and eliminating bottlenecks to improve productivity. A highly

skilled organizer experienced in achieving improved productivity,

quality, and safety results through the development of people and

optimizing teams.

[pic]

PROFESSIONAL EXPERIENCE

HUMANSCALE, New York, NY 2005-present

$250 Million manufacture of high end office furniture and ergonomic

accessories

VICE PRESIDENT OF GLOBAL OPERATIONS

Responsible for two US Manufacturing sites and one in Ireland that

produced ergonomic office furniture for sales to Distributors, Direct, OEM,

and Retail market segments. Managed 9 direct reports responsible for

manufacturing, customer service, purchasing, global supply chain, materials

management, and shipping and receiving, engineering, maintenance, R&D and

new product development.

ACHIEVEMENTS

. Established focus on customer service to build satisfaction and increase

sales

. Led the Operations and Customer Service Teams to accomplish 25% sales

growth annually

. Directed and managed $100M of International sourcing, with 40% China

sourced and 30% sourced from Europe, to include vendor qualification

and developing vendor metrics

. Developed and maintained a cost reduction program to more than offset

annual increases in labor and material costs; allowing profits to

increase without sales price increases - $7 -10 Million annually

. Led new product introductions to increase sales and profitability, while

build the Humanscale Brand

. Led efforts to implement a new Oracle Operating system which resulted in

an operating system geared to support continued growth and

profitability.

HOME CARE INDUSTRIES, Clifton, NJ 2000 - 2005

$70 Million manufacturer of vacuum cleaner bags and air filters for the OEM

and after market

VICE PRESIDENT, MANUFACTURING

Responsible for four sites, with manufacturing operations producing vacuum

bags and air filters for the OEM, retail and after market for the floor

care industry. Managed 12 direct reports responsible for manufacturing,

purchasing, Asian Sourcing and Supply Chain management, materials

management, and shipping and receiving, engineering, maintenance, R&D and

new product development. Led a team of 670 union and non-union employees to

achieve operating goals.

ACHIEVEMENTS

. Initiated and directed a cost reduction program that saved $4.8

million

. Rescued a six sigma project to improve quality and reduce cost

. Implemented a customer service tracking program and increased on-time

shipments by 20%

. Increased production output by 22% by improved scheduling and

improving machine utilization

. Reduced material costs by 12% through improved negotiations and

competitive quoting

. Established, directed and managed China sourcing of 20% of materials

. Reduced inventories by 25% freeing up $ 3 Million in working capital

. Led a Lean Manufacturing Productivity Program that reduced costs by

25%

Building and Leading Streamlined and Cost-Efficient Operations

Organizations that Add Corporate Value, Boost Earnings, Strengthen

Productivity, and Advance Strategic Corporate Objectives

JOSEPH LAWLER page 2

NEWELL RUBBERMAID, Atlanta, GA 1995 - 2000

AMEROCK, Rockford, IL (Newell Rubbermaid) an ISO 9001 Certified Company

1996 - 2000

$200 Million manufacturer of window and cabinet hardware for OEM,

Industrial and Consumer customers

VICE PRESIDENT of OPERATIONS

Responsible for all manufacturing, engineering, maintenance, tool making,

materials management, Asian Sourcing and Supply Chain Management,

purchasing, and distribution operations. Managed ten direct reports with

an overall organization of 970. Skills include the ability to inspire

trust and confidence and motivate all employees. Directed efforts to

initiate and implement Lean Manufacturing.

ACHIEVEMENTS

. Led the organization in ISO 9002 certification effort.

. Reduced scrap by 11-15 % for three consecutive years.

. Led cost reduction efforts resulting in up to $4 million saved

annually

. Key team member in improving operating income from 11% to 16%.

. Drove productivity improvements of 25% through use of the Toyota

Production System.

. Reduced distribution costs by 18% through goal setting/measurement

. Introduced and implemented Team Based Safety Program to reduce

injuries, illnesses and costs.

. Managed $132 million operating budget and reduced costs 2-6% annually.

. Reduced inventories 13-15% while maintaining outstanding customer

service.

. Managed a $6 million capital budget to direct cost improvement and

enhance product speed to market.

. Directed and managed sourcing of 40% from qualified China vendors to

reduce costs

. Directed efforts to evaluate outsourcing versus manufacturing to

develop low cost global sources.

. Reduced total cost of quality by 12-15% annually for the past three

years.

. Initiated and led speed to market project to reduce tool build time by

50 %.

INTERCRAFT, Mundelein, IL (A Newell Rubbermaid Company) 1995 -

1996

$185 Million manufacturer of picture frames and framed art for the Consumer

Goods Industry.

MANAGER MANUFACTURING OPERATIONS

Managed and directed manufacturing and distribution function for main plant

and distribution center with sales of $90 million and a staff of more than

550 people. Established a focused business strategy and implemented

programs to improve service eliminate unnecessary overhead, and reduce

costs.

ACHIEVEMENTS

. Established and maintained minimum 98/98 on time shipping and line

fill within first six months.

. Reduced operations exempt and non-exempt headcount from 41 to 20

people from February to December 1996 at Mundelein.

. Improved operations to contribute a $3.6 million positive variance to

budget for 1995.

. Managed and directed inventory programs to remove obsolete inventories

by year-end 1996.

. Reduced in process inventories by 80% through improved planning and

manufacturing techniques.

. Successfully held off Teamster organizing effort.

MOBIL CORPORATION, Fairfax, VA 1979 - 1995

International Energy Giant.

MANAGER of MANUFACTURING - (Supply and Distribution) Winchester, VA 1993 -

1995

Managed and directed the manufacturing and logistics functions for two

different plant sites, with a budget in excess of $15 million and a staff

of more than 100 people. Established and implemented the Trex

manufacturing operating budget, capital plan, and performed the purchasing

and raw material source of supply efforts. Delivered Product, Customer

Service, and Sales Support functions to an expanding business.

ACHIEVEMENTS

. Rescued a business initiation program, with implementation problems,

which required making up for two lost months. Project completed on

schedule and within the original budget limits.

. Developed and implemented a business plan to cut production costs by

50% over 26 months,

. Saving $9 million annually and moving the business break-even date up

by 18 months.

. Doubled existing machine output by development of quality and

reliability programs and processes to expand sales potential.

. Established relationships with potential vendors and developed

contracts and solution-based concept, which resulted in delivery

assurance and reduced costs by $1.8 million.

JOSEPH LAWLER page 3

EXPANSION MANAGER / PLANT MANAGER, LaGrange, GA (1989 - 1993)

Led a team in an OPP film expansion effort for North America. Managed a

new venture project to justify expansion, conducted site selections, and

built a 400,000 square foot plant. Directed and managed the operation of a

250-person grass roots plant with state of the art equipment and processes.

ACHIEVEMENTS

. Developed a macro "go/no go" model to assess 64 sites in 14 states in

a 5-month time period.

. Conducted site selection and equipment selection to support the $100

million expansion plan.

. Bench marked, researched and obtained approval for pay for skills

program and developed a self-directed work team as a pilot program for

Mobil Chemical Company.

. Directed efforts to staff and train plant personnel to initiate

production on time and under budget.

. Established production and qualified products for all major customers

ahead of objective to enhance customer service. Sales increased by

$40 million.

. Established and led efforts to maintain a safe and healthful plant.

Best safety performance of seven plants in the division in the first

year of operation in an OSHA STAR environment.

. First of seven plants in the Division to be ISO 9000 certified.

PLANT MANAGER, Macedon, NY (1985 - 1989)

Responsible for directing the manufacturing effort of a non-union, seven

day, 24 hour, 230 people manufacturing plant with $30 million in sales.

ACHIEVEMENTS

. Restored Safety performance and the plant won the Division Safety

award after one year. Re-certified as an OSHA STAR plant.

. Reduced overhead spending 30%, saving $7 million. Led the Division in

cost control.

OPERATIONS MANAGER, Stratford, CT (1983 - 1985)

Managed and directed the efforts of four departments (Extrusion, Coating,

Finishing and Recycle). Led 145 people in a seven day, 24 hour-a-day

manufacturing operation, in a non-union environment.

ACHIEVEMENTS

. Overcame labor relations problems/union organizing attempt.

. Coordinated JURAN Total Quality program and cut product return rates

by 60%.

. Reduced the product cost by 20% by better utilization of people and

equipment and improved efficiency with raw materials, resulting in $11

million in annual savings.

. Improved maintenance, training, and scheduling to increase machine

utilization 15% and increase output 25% in the finishing department.

ADDITIONAL EXPERIENCE

Mobil Chemical Company 1979 - 1983

Various analyst and management positions, logistics and customer service

U.S. Marine Corps 1971 - 1979

Supply/Logistics Officer - Combat Air Controller

Second Lieutenant - Captain

EDUCATION

MA Management University of Redlands, Redlands, CA (1979)

BA University of Northern Iowa, Cedar Falls, IA (1971)

Contact this candidate