Manager Sales
Resume:
Earl M. Miller
abmbgq@r.postjobfree.com
Shelbyville, IN 46176
317-***-**** home
Results-focused Operations leader with an increasingly more successful
career built over 25 years in a variety of 0manufacturing environments.
Possesses a tenacity for success, that has led to the achievement of; three
major turnarounds from net loss position to net profit gains. Proven
ability to use strong leadership traits including: managing by objectives,
concise operational metrics for safety, quality, cost, productivity; a
knowledgeable understanding of complex maintenance solutions; an acute
understanding of quality (decreased PPM, increased FTT, and FTQ); as well
as a strong dedication to employee development. Committed to creating
operational success by empowered teams and linking process and profit
directly to the exceeding the expectations of the customer.
Area of Expertise include:
Lean Manufacturing Operational
Turnarounds
Finance / P&L FTT (First
Time Through) Quality
Employee development and Leadership Root Cause Analysis (8-D,
5 Why)
Project Management System TPS
Plant Construction and Expansions OEE
Operational Leadership
- Led the operations to net year over year profit for 7 consecutive
years, the longest run in company history.
- Provided assistance in the revamping of the budgeting process and
procedures for the company, with focus on accuracy in operations and
inventory control, as well as P&L for the three plants.
- Coordinated the construction and successful launch of PK Tennessee in
20004 and PK Mississippi 2006. This included all phases of design and
construction, as well as production launch.
- Led continuous work in all areas of communication, maintenance,
housekeeping, quality, delivery, and manufacturing, contributing to
the business being awarded Tier 1 supplier status from Toyota.
- As the Managing Director, worked as the client interface, to find
solutions for previous projects that were poorly executed and rebuilt
customer confidence that resulted un new projects impacting the bottom
line.
- Successfully negotiated a contract freeze with UAW to stabilize
business and create a joint team concept that increased profitability.
- Led initiatives that achieved first QS-9000 certification for Detroit
Steel Products.
- Led preparation for the successful sale of the operation when GenCorp
diversified from the automotive market.
- Successfully coordinated and diverted the strongest union drive in
plant history through communication and consistent policy
administration.
- Ran a plant with two years of consecutive profitability for the first
time since the plant was constructed.
Process Improvement
- Reduced overall loss of business plan by $6 million dollars in 2009,
taking operations from negative profits in the first two quarters to
profitability in the last two quarters.
- Revamped metrics systems instituting effective operational meetings
focused on OEE, cost / piece for labor, supplemental materials,
variable mfg cost, cost of poor quality, maintenance and die
maintenance.
- Revamped the safety organization and established a strong safety
coordination team which reduced recordable accidents from 55 in 2008
model year to 30 in 2009 model year. This equated to a 55%
improvement and the best in company history.
- Reduced incident rate to 3.32 from 12.00 the national average for the
industry, surpassing the 2009 model year of 10.00 or a 66%
improvement.
- Created and refined strong metrics for measuring the performance of
senior & departmental managers in three facilities. Attributed to
driving PPM down from 2400 to 25, target was to achieve 15 PPM to meet
Toyota targets.
- Developed and implemented a plan that resulted in increased uptime
from 71% to 89% in 12 months..
- Developed an 18% cost savings program for Maintenance Operations for
John Deere & Co. Foundry, Mioline, IL.
Lean Manufacturing Processes
- During downturn in business, converted multiple plants into cross
functional groups to better serve the operational associates. These
combinations included, machine maintenance, die maintenance, process,
engineering, die cast, and finish operations. As a team removed $4.5
million dollars of operational expenses.
- Installed a maintenance dispatch system for machine maintenance,
reducing response time to repair by 50%.
- Expanded the Technical and Industrial Consulting group by implementing
packaged assessments with a internally developed project management
system in conjunction with the Harper Schuman Accounting Tools.
- Developed complete metrics and training systems for manufacturing to
transition from a traditional to a team concept work environment.
- Designed a program of Quick Mold Change reducing changes from 14 hours
to 4 hours against the industry standard of 6 hours. This equated to
a utilization savings of $2 million.
- Created and Implemented a team concept 12 Indices Tracking System
which increased accountability, quality, and production within the
operations group. This resulted in the highest profit return in
history.
Professional Experience
2008 - 2010 Ryobi Die Casting, Inc., Shelbyville, IN
(Annual Sales $140 Million)
Vice President of Operations, Corporate Officer
2000 - 2008 PK USA, Inc., Shelbyville, IN
(Annual Sales $130 Million)
Vice President of Manufacturing and Operations,
Corporate Officer
1997 - 2000 Lester B. Knight & Associates, Inc., Chicago, IL
(Annual Divisional Sales $60 Million)
Managing Director / Vice President of Operations
1996 - 1997 Detroit Steel Products, Inc., Morristown IN
(Annual Sales $40 Million, Part of Marmon Group
$6.5 Billion Annually)
Production Manager
1993 - 1996 GenCorp Automotive, Inc. Reinforced Plastics Division,
Shelbyville, IN
(Annual Sales $100 Million, Part of GenCorp a $1
Billion Annually)
Plant Manager
1991 - 1993 Bee Window, Inc., Indianapolis, IN
(Annual Sales $15 Million)
Plant Manager
1990 - 1991 Lester B. Knight & Associates, Inc., Chicago, IL
(Annual Sales $34 Million)
Maintenance and facilities Foundry Specialist
1978 - 1990 General Motors Corporation, Willow Springs, IL &
Wentzville, MO
Technical Shift Superintendent, Body Assembly
Maintenance Superintendent, Stamping
Manager of Die Maker Devices, Stamping
Plant Planning Administrator, (Direct Report to
Plant Manager)
Asst Superintendent of Press Room, Stamping
Industrial Engineer / Plant Engineering, Stamping
Shipping and Materials Supervisor, Stamping
Education
MS National Lewis University,
Chicago, IL
(no degree thesis incomplete due to job transfer)
1988
BS University of Illinois at Chicago
Chicago, IL
Biological Sciences 1977
AS Joliet Junior College
Joliet, IL,
Computer Science 1985
1996 - present Independent Consultant / Trainer, Conduct a wide variety
of leadership training programs
designed for manufacturing, medical, state and
local governments.
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