JAMES A. WILSON

**** **** **** *****

Richmond, IN

765-***-**** Cell

765-***-**** Home

abm3hy@r.postjobfree.com

* ****** *******

Operations professional with expertise in P&L, cost reduction, Lean

Manufacturing, short and long-term planning, and acquisition integration.

Solid understanding of Strategy Deployment, Lean Manufacturing, KPI's,

TTI's, and countermeasures. Track record as a change agent enhancing

profitability, employee morale, and customer service while lowering overall

costs. Strengths include strong leadership, high standards, committed

change agent, customer service-focused, and meeting new challenges.

2 Experience

March 2005 to November 2009 BeldenCDT, Richmond, IN

Plant Materials Manager (Nov 2007 - Nov 2009)

Responsible for all production planning and material purchasing of plant

generating $150 million in sales 350+ employees

> Implemented FG Kanban program that reduced FG inventory by 55% while

improving on time delivery from 86.7% to 94.6% over a 6 month period

> Reduced plant wip inventory by 23% in 3 months through the

implementation of material pull systems

> Reduced raw material by 25% in 2 months by utilizing kanban

techniques

Plant Quality and Lean Enterprise Manager (Mar 2005 - Nov 2007)

Responsible for all Quality and Lean implementation of a plant generating

$150 million in sales, with 350+ people.

> Supported the product transfer of the high temp product line from the

Essex, VT plant. Reducing scrap by 25%, improving cell first time yield

from 63% to 92%, while improving productivity by 50%

> Implemented Lean in two cells of Richmond plant. Reduced WIP

inventory by 63%, floor space by 40%, and improved production throughput by

50%.

> Planned and lead over 32 Kaizen events within the facility to improve

scrap, first time yield, productivity, inventory reduction, and variation

reduction.

> Restructured the Quality department to improve the support of the

plant, driving the culture change from a find and reject mentality to a

stop and fix, Poka-Yoke, and continuous improvement culture.

1986 to 2005 Parker Hannifin, Youngstown, OH

Director of Operations- Mobile Cylinder Division (2001-2005)

Managed all areas of two newly acquired manufacturing plants generating $50

million in sales and employing 150+ people. Utilized Oracle operating

system.

> Led cross-functional team that created a new product line, increasing

margins by 70%, reducing lead times by 60%, and simplifying order

processing from order entry to manufacturing.

> Enlisted team of manufacturing engineers and hourly workers that

created a new plant layout utilizing value stream mapping. This reduced

labor costs by 33%, decreasing throughput from twenty to three days,

shortening lead times from thirty to five days, and improving DSI from

ninety to twenty-one days.

> Implemented new repair cell, which reduced customer turnaround time

on rebuilt product from 10 days to 24 hours

> Developed new quality procedures, reducing customer returns by 61%

and scrap by 52% in 2002.

> Headed productivity improvements at two locations, improving overall

divisional profitability from an 18% loss on sales in FY02 to 6.1% gain in

FY04.

James A. Wilson, Page Two

Director of Operations (2000-2001) Parker Hannifin, Hydraulic Accumulator

Div. Rockford, IL

Responsible for all manufacturing activities, budgets, capital planning,

and implementation in Rockford, IL and Santa Fe Springs, CA locations with

revenue of $25 million and 80 employees.

> Implemented new production planning system, increasing customer on-

time delivery from 76% to 98% at the Santa Fe Springs plant.

> Worked with engineering and chemist to convert production from

compression molding to injection molding, reducing labor costs by 40% and

inventory by 65%.

> Improved morale in both union and non-union locations, receiving

highest scores within hydraulics group on employee morale survey.

> Created a new manufacturing cell that produced all end caps to order,

reducing costs by 27%, inventory by $90,000, decreasing throughput from

nine days to same day, and winning a third consecutive CEO Lean Award.

> Implemented production gains, improving profitability from 2% to 12%

return on sales.

Plant Manager - (1998-2000) Parker Hannifin, Hydraulic Accumulator Div.

Rockford, IL

Managed all manufacturing activities, budgets, capital planning, and

implementation at newly acquired Rockford, IL plant, which produced $15

million in sales and employed 50 people.

> Directed cross-functional team of office and hourly staff to

implement two new assembly cells, reducing throughput from three days to

three hours, improving customer lead time from fives days to same day,

lowering labor costs by 25%, and winning two consecutive CEO lean awards.

> Improved all processes throughout the plant, reducing rejected parts

per million from 12,000 to 700 per month.

> Enhanced scheduling and plant organization, improving customer on-

time delivery from 71% to 98% while cutting inventory levels from ninety to

thirty days supply.

Plant Manager (1995-1998) Parker Hannifin, Canadian Industrial Cylinder

Div, Toronto, Ontario

Managed manufacturing, budgets, capital requirements, customer service, and

environmental health and safety for a plant with $10 million in sales and

30 employees.

> Enhanced order tracking system, providing improved customer on-time

delivery from 40% to 97%.

> Established new methods of production, enabling plant to increase

daily shipping levels by 53% with no additional head count.

> Reduced WIP levels and manufacturing throughput from five to two days

and lead times from eight to four days.

Production/Sales Manager (1991-1995) Parker Hannifin, Industrial Cylinder

Div. Litha Springs, GA, Goodland, IN, and Portland, OR

Responsible for assisting plant manager with day-to-day issues and problem

solving

> Developed and trained 20 employees on shop math and blueprint reading

skills, building flexibility of workforce and improving productivity while

reducing quality costs.

> Established tooling database to streamline ordering and delivery of

perishable tooling, cutting tooling stock on hand by 70%, reducing air

freight costs by 45%, and trimming downtime due to tool shortages by 85%.

Manufacturing Trainee and Production Planner (1986-1991) Parker Hannifin,

Industrial Cylinder Div. Portland, OR, Akron, OH, Litha Springs, GA

1 Education

Executive MBA, Northern Illinois University, DeKalb, IL, 2001

BS in Engineering Administration, Tri-State University, Angola, IN, 1986

3 Professional Development

- Effective Presentations. Leadership in Action, Negotiation Skills for

Buyers, Positive Power and Influence,

- Black Belt Lean certified in Value Stream Mapping, Standard Work, and

Material Pull Systems

Proficient in SMED, 5S, and Transactional Process improvement Lean tools

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