Customer Service Manager

**** ******* **.

Pittsville, Wi. *****

Cell: 715-***-****

E-mail: ***********@*****.***

OBJECTIVE:

To work with a firm that values performance, professionalism, and the personal integrity of its

people. An organization that internally challenges itself to do more and better through timely

execution of managed projects.

• Operations, Materials, and Project Management executive experienced in industrial,

distribution, automotive, commercial, OEM, and retail (DIY) markets both domestic and

international including significant sourcing in the Asian/Pacific basin.

• Proven success in Procurement/Planning (to include Asian sourcing), plant management,

project management, P&L, cost control, continuous improvement, supply chain management,

quality, and productivity improvement in world-class multi-plant environments.

• Initiated and managed complex projects including demand flow lines, lean manufacturing

programs and participated in multiple Kaizan events.

• Provided oversight and advised in multiple acquisitions, strategic alliances and joint venture

initiatives.

• Managed the sourcing of significant numbers of products and commodities from Japan,

Thailand, Taiwan and most recently China.

• Strategic leader, team builder, project manager, and strong communicator.

EXPERIENCE:

WEATHERSHIELD MANUFACTURING February 2009 – January 2010

Weather Shield is a manufacturer and marketer of high end windows and doors for the

residential market.

Materials Manager

3 Reduced inventory by 12% in the first three months of employment

4 Reduced head count by 16% within the materials function

5 Improved on time delivery from internal and external suppliers by 60%

6 Improved customer service on time shipments by 6% over all

SUPERIOR COATINGS. LLC April 2008 –February 2009

Superior Coatings is a plating and painting facility primarily supplying parts to second tier

automotive suppliers.

Plant Manager

7 Reduced expenses in material, labor and burden during my stay in this turn around

situation.

8 Increased customer base

9 Improved quality and floor control of processes and procedure.

LEAN CONSULTING, Briggsville, Wisconsin August 2007 – April 2008

A business that provided lean solutions to small and medium sized companies.

MARSHFIELD DOORSYSTEMS, Marshfield, Wisconsin July

2006 – August 2007

Manufacturer and marketer of commercial doors to include fire proof doors, sound doors, lead

doors, plastic laminated and wood veneer doors.

Director of Operations

Responsible for over four hundred union personnel and a million square feet of

manufacturing/warehouse space.

10 Initiated and managed project to disconnect specific work cells within the factory to gain

through put and efficiencies within the operation. This specific project took approximately

two months and included personnel from the floor, engineering, maintenance, and

finance.

11 Directed floor safety meetings as well as provided support for chemical awareness as

they related to usage and disposal of particular production materials.

Director of Materials

Responsible for all procurement and scheduling of the shop floor. MDS is a make to order as well

as (to a lesser extent) a make to stock company. The procurement spend is approximately fifty-

five million annually.

12 Set up and Implemented back end scheduling rather than front loading the shop. This

allowed all doors on a specific order to arrive in shipping regardless of their work content

at approximately the same time for packaging and shipment.

13 Reduced raw material inventory by 21% by consolidating suppliers and reducing their

lead times to us. This project represented four weeks of intense bidding from our

suppliers and a final presentation to the staff regarding the benefits of single sourcing.

14 Led a team of production personnel to drastically reduce queue time between operations

in the shop. This reduced our work in process and increased our velocity of doors

through the shop.

15 Negotiated with and consolidated suppliers to obtain a favorable purchase price variance

for each month this calendar year. The standards have not been rolled in over eighteen

months. This project involved our buyers, the engineering personnel as well as the

finance department.

ENESCO, Itasca, Illinois 2002 – July 2006

Marketer and distributor of collectibles and giftware.

Director of Procurement, Inventory Management, Forecasting and Logistics

Responsible for the purchase and planning of all goods domestic and foreign as well as the

delivery of the goods to our distribution centers or directly to the customer’s point of sale. I was

responsible for the purchase of approximately forty-five million dollars in China and another six

million in the U.S. and Canada.

16 Implemented monthly forecasting meetings with Sales, Marketing and Operations to

include a review of customer service performance and a review of customers’ issues on a

monthly basis.

17 Initiated a third party quality inspection organization in China to verify quality standards at

the source.

18 Increased customer service levels by 60% and established demand planning/MRP as a

tool for buyer/planners.

19 Implemented a “Direct From Asia” pick and pack operation allowing circumvention of DC

and direct shipment to the customer via UPS. Achieved superior customer service and

$400,000 in cost savings. This project represented a total change of approach to the

logistics part of the business. I managed three freight forwarding organizations, UPS,

FedEx, and CITIC in China. The IT department was brought in for support and our

customer service personnel were teamed in as well.

20 Negotiated new container rates with NVOCC’s rather than standard container companies

and achieved $800,000 in savings with an additional $160,000 in cost avoidance.

21 Outsourced 80% of the compliance department at an annual savings of $185,000.

NORTHERN PRECISION PLASTICS, Belvidere, Illinois 1999 - 2002

Plastic injection molding, vacuum forming and CNC routing company.

General Manager/Operations

Equity partner responsible for running the operation. Handle P&L, establish new accounts and

direct all activities related to operational functions.

22 Negotiated raw material cost savings showing a 21% ($200,000) reduction in cost for the

top five SKU’s. Reviewed specifications for all primary materials and sourced “wide

spec” material when possible to obtain the best possible value for the company.

23 Set up JIT program and automated financials. This project was set in place with the help

of our financial consultant.

24 Initiated ISO 9000 registration process utilizing the local community college.

TEXTRON LOGISTICS, Rockford, Illinois 1997 - 1999

Company processed, packaged and shipped fasteners to automotive and mass merchandiser

markets.

Director of Operations/Distribution

I directed sixteen warehouse operations nationwide to achieve an excellence in on-time

shipments with complete order fill to automotive customers.

25 Active project member of acquisition team responsible for acquiring $165,000,000 (sales)

Flexalloy operation.

26 Over saw the set up of a new warehouse for BMW North America.

27 Implemented ISO 9000.

28 Achieved cost reduction in lost time accidents and reduced head count by 11 %.

Reduced set-up time, run quantities and finished goods inventory.

INGERSOLL MILLING MACHINE CO., Rockford, Illinois 1995 - 1997

Manufacturer of custom milling machines and transfer/block lines for the automotive industry.

Materials Manager

Directed purchasing, production scheduling, inventory control, shipping and receiving activities.

29 Achieved $1,400,000 in savings through standardization, consolidation of purchasing

functions and intense negotiations with the key suppliers.

30 Reduced raw material inventories by implementing a “kitting” program with local steel

distributors.

31 Saved $200,000 in temporary labor per year through negotiations with our third party

staffing company.

NEWELL RUBBERMAID, Freeport, Illinois 1987 - 1995

World-leading marketer, manufacturer and distributor of products for mass merchandisers.

Director Operations, Bernzomatic

Responsible for manufacturing operations, operating P&L, supply chain management. Directed a

$10 million operating budget and a $3 million capital budget.

32 Implemented lean manufacturing and demand flow line techniques that decreased

production costs by 18% and reduced product specific work in process levels by 60%

and finished goods by 20%.

33 Negotiated propane prices achieving a 14% reduction in small canister products for an

estimated $300,000 savings.

NEWELL RUBBERMAID, Freeport, Illinois (CONT) 1987 - 1995

Director of Materials, Amerock

Handled all materials functions at Amerock operation and sourced product.

34 Achieved favorable purchase price variance of $1,099,000 during my first year.

35 Designed, implemented and managed production reports to increase customer service

levels from 92% on-time and line fill to 97%.

Purchasing Manager, Newell Window Furnishings

Sourced product and traveled to the Pacific Rim.

36 Reduced standard cost 10% by implementing cost reductions and productivity

improvements by instituting cellular manufacturing.

37 Consolidated supplier base, negotiated overseas container rates, implemented Kanban

programs.

38 First U. S. customer to reduce mini blind prices from Taiwan by four cents a square foot.

(.27 to .23)

EDUCATION:

Rockford College, Rockford, Illinois - Bachelor of Science

degree

CPM - Certified

Purchasing Manager

Professional Development includes:

• 1 Lean manufacturing •2 Effective Negotiating •3 Goldratt seminar "The Goal"

•4 Employee Involvement •5 ISO 9000/QS 9000 •6 UW Madison School of Busines

(executive training)

• 7 "Excellence in Logistics and •8 JIT Institute: Demand Flow •9 Agile Institute: "Creating the ag

Supply Chain Management" Technology organization: models, metrics,

and pilots"

•10 Nominated for the Newell

Achievement award

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