Manager Plant

WILLIAM D. JONES

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

WARREN, OHIO 44481

PHONE: 330-***-****. EMAIL: abmg4j@r.postjobfree.com:330-***-****

SUMMARY

Seasoned Leader experienced in manufacturing with a track record of

delivering exceptional financial results. A leader accomplished in

developing a quality culture, motivating others and meeting goals. A

champion who excels by applying lean and six sigma techniques to the

manufacturing processes and systems, promoting a strong customer focus, and

driving continuous improvement. Strengths in the following areas:

+ Six Sigma Black Belt + Financial and P& L

Management

+ Lean Manufacturing Techniques + Quality Management

+ Productivity & Process Enhancements + Design for

Manufacturability

PROFESSIONAL EXPERIENCE

CENTURY CONTAINER CO. Columbiana, OH

2008 - 2009 An injection molder of containers ranging from one to six

gallons to a varied customer base. Century Container is comprised of two

plants with annual sales of 20 million. Reported to the President.

Director of Operations

A corporate management position with full responsibility of the two

plants. Areas of responsibility included manufacturing, quality,

maintenance, engineering, purchasing and shipping.

. Confronted with not meeting basic safety regulatory requirements

implemented LOTO, reinstituted Towmotor checklist and updated

training, implemented a daily crane checklist and stressed and

enforced the wearing of PPE.

. Faced with over sixty (60) customer complaints utilized six sigma

skills to drive the open complaints to two by determining the root

cause and permanently resolving the complaints.

. Initiated a plant wide scrap reduction initiative that resulted in

scrap being reduced from 4.5% to 1.5% that translates to an annual

savings of $350,000.

. Challenged by poor operator utilization, embraced lean

manufacturing techniques that improved labor utilization from 65 to

90%.

ASHTABULA RUBBER CO. Ashtabula, OH

2006 - 2007 A custom rubber molder and extruder of gaskets to a varied

customer base. Ashtabula Rubber is comprised of two plants and a foreign

venture with annual sales of 20 million.

Plant Manager

A general management position with full P&L responsibilities of the

domestic plants. Direct reports are the supervisors, maintenance,

scheduling and a part of customer service.

. Reengineered the Extrusion and lathe cut department utilizing lean

and continuous improvement efforts to improve on time delivery from

50% to 95% and cost of quality from 12.5 to 1%.

. Initiated plant wide operations strategy to improve gross margins

from 8% to 22%. Plant wide on time delivery improved from 72% to

97%.

. Reenergized and enlisted the help of the hourly work force to

assist and implement improvements throughout the plant that

improved quality, delivery and cost.

CORE SYSTEMS LLC. Painesville, OH

2003 -2006 A custom injection molder supplying parts to the appliance,

consumer, truck and ATV markets. Electrolux. Core is comprised of three

plants with annual sales of $65 million.

Director of Operations - Painesville, OH

2004 -2006 A corporate management position with full P&L

responsibility for the three plants. Direct reports are the plant

managers, Director of maintenance and Manufacturing engineering.

Reported to the president.

William D. Jones

Page 2

CORE SYSTEMS LLC. Painesville, OH (Cont.)

. Faced with declining gross margins at the Mt. Gilead plant, re-

engineered the plant to combine jobs and incorporate one piece flow

that resulted in gross margins improving from 12% to 20%.

. Confronted with rapid growth (three fold in a year), high employee

turnover, late deliveries, and poor operational and quality

performance at the Greensboro plant, restructured talent and

implemented a plan that restored profitability, eliminated past

dues and improved quality performance by 50%.

. Challenged by growth in the Painesville plant, changed the plant

layout and redeployed work to the other plants to accommodate an

additional twelve machines that resulted in additional 30% increase

in sales while avoiding the necessity of another plant.

. Embraced lean manufacturing techniques to drive operational

performance that increased labor utilization by 25% reduced scrap

by 33% and increased inventory turns by 20%.

. Launched a cost savings initiative across the three plants to

achieve $ 800,000 in annual cost savings.

Plant Manager - Painesville, OH

2003 - 2004 A general management position with full P&L

responsibility of the plant. Direct reports include the molding

manager, quality manager, maintenance, plant HR and warehouse manager.

Reported to the Director of Operations.

. Confronted with a $171,000 a month labor variance, launched lean

initiatives that re-engineered scheduling, incorporated one piece

flow, combined jobs, trained supervisors and improved labor

tracking that resulted in eliminating the variance in 15 months.

. Successfully managed scrap reduction teams resulting in scrap being

reduced from 5.2% to 1.5% of throughput.

SAJAR PLASTICS, Middlefield, OH

1991- 2003 A custom injection molder supplying parts to the business

equipment markets with annual sales of $20 Million. Major customers

included NCR, Xerox and Kodak.

Director of Operations

1996 - 2003 A general management position with full P&L responsibility

of the plant. Direct reports included the plant manager, material

manager, HR manager, Manufacturing Engineering. Maintenance Manager

and Tool Room manager. Reported to the president.

. Successfully implemented lean techniques that resulted in

decreasing set up times in half, reducing inventory by 30% and

reducing overall cycle time as much as 50%.

. Confronted with over capacity, restructured the plant and

eliminated a shift that resulted in a reduction of $300,000 in

overhead.

Quality Assurance Manager

1991 - 1996 A general management function responsible for the quality

assurance function.

. Confronted with customer returns of 5.5% of sales implemented and

led improvement efforts that resulted in customer returns

decreasing to 0.4%.

. Developed QA manual to comply with ISO 9002 Standard.

WARREN MOLDED PLASTICS

1984-1991 A custom molder supplying interior trim parts to the automotive

industry. This plant was part of the Worthington Custom Plastics group.

The plant did $50 million in sales.

Quality Engineer

A quality engineer responsible for the implementation and development

of the SPC system. Reported to the QA Manager.

. Designed, developed and implemented a plant wide SPC system

. Performed DOE for productivity gains

EDUCATION

Bachelor of Science in Industrial Engineering, University of Cincinnati

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