Manager Manufacturing

Glenn J. Kormanik

H 262-***-**** Brookfield, Wisconsin

M 414-***-**** *********@**.**.***

Executive Leadership Overview

Action-inciting, Sharp-minded, Insightful, Affable, Cool-headed, Multi-

Faceted, Multi-Dimensional Senior Executive, Operations and Generalist

Leader with a Comprehensive Big Picture Business Vision

Inclusive, People-Empowering, Participatory, Collaborative, Open Leadership

style, able to relate to people on all levels from shop to board, or

willing to go it alone and make the unpopular decisions to move forward

Record of full multimillion-dollar P&L responsibility, leading successful

turnarounds of three businesses and driving profits of one from 1-2% to

8%

Thrive in visionary forward-looking companies seeking competitive advantage

through operations excellence and innovative product, application and

service offerings

Best known for leading the charge to continuous improvements, creating

margin and profit for the entire business with a fully integrated cross-

functional approach

Ability to see the value proposition from all sides and all stakeholders,

conceive the best course for driving ahead, and skillfully executing

plans to accomplish change

A lean enterprise disciple focused on best application of traditional lean

enterprise tools

Reputation for challenging the status quo, not ascribing to the hire/fire

cycle of layoffs as the path to cost reduction, but making specific,

carefully crafted changes and fixes

Capability of building and rebuilding companies from the bottom up or top

down by implementing strategic and tactical improvements across the

business spectrum

Recognized as a Business Improvement Authority with Proven Expertise in -

. Operational improvement to yield delivery of value to customer and

stakeholders

. Expanding market reach, Revenue Enhancement

. Margin improvement, Cost containment and control

Financial analysis including business planning, projections and business

modeling

. Top-line business development, Value proposition identification

Initiating culture change to full lean manufacturing

. Technical and business process problem solving from operations and

service delivery to product engineering

. Exceptional relationship builder between all parts of the enterprise,

customers, suppliers, markets and the competition

. Teach/coach groups in operational and fiscal discipline

. Strategic outsourcing champion, including of core maintenance function

requirements

. Taking safety records from good to excellent with significant reductions

in OSHA recordable incidents, lost workdays, and worker's compensation

expenses

Milestones

< Achieved Year-over-year net income increase of $1.5M as VP & GM of

privately held group of commercial & industrial servicing company growing

from -$1.2M loss to +$300K profit in one year, with a variety of

strategic changes [VP/GM 2007-10]

< Produced $1M in additional revenue through outsourcing of maintenance

work which delivered critical, time-sensitive improvement in overall

equipment effectiveness [VP/GM 2007-10]

< Holding full P&L responsibility for a 100+ member operation servicing

over 2,500 customers as GM of the local branch of a publicly traded $1B

apparel company to multiple industries and markets, reversed a downward

revenue trend,

. Increased operating margin by 10%, and improved new account and route

sale performance by 15% over previous periods [GM 2006-07]

< More than doubled profits and tripled operating profit percentages for a

private industrial manufacturer in the first 15 months of engagement,

with trends pointing to 20% improvement year over year [Director of

Operations 2004-06]

. Improved on-time shipping performance from as low as 70% to 95%

. Raised order fulfillment accuracy from low of 80% to over 98%

. Reduced average lead time on manufactured goods from 5 to 3 weeks

. Raised inventory turns from 3 to 6 through introduction of lean

practices, more efficient use of labor and optimized scheduling and

production control

. Built a new 50,000 sq.ft. factory/office and fully integrated two

locations

< Led all manufacturing and distribution operations at three domestic

facilities with revenue over $220M, 650 full time employees, and an

operating budget over $65M, as Director of Manufacturing for a global,

vertically integrated manufacturer of highly engineered and customized

mechanical power transmission products [Director of Manufacturing 2002-

04]

. Led three facilities plus headquarters through the first two stages of

the corporate lean implementation known as ACE (Achieving Competitive

Excellence, for United Technologies)

. Documented savings at least $500K at each facility over the first year

plus measurable improvement of "on-time" delivery of over 10 basis

points

. Achieved further reductions in cost, cycle time, working capital and

quality improvement which helped preserve jobs

< Maintaining full P&L responsibility for a $65M business segment as plant

manager for a Wisconsin-based company, consolidated all shifts and

closing third with no production delays, and gained improvements of 8% in

productivity, 30% in operating profit, as well as a 50% increase in

inventory turns [Plant Mgr 2001-02]

< Achieved 50% improvement in operating profit and sustained revenues amid

a 30% collapsed market by penetrating new markets and introducing

effective higher-margin sales strategies [Business Unit Mgr 2000-01]

< Satisfied the largest warranty claim in shaft-mounted drives and achieved

a 50% expense reduction for 190 drive warranty claim to $230K within 30

days with no loss of production for customer [Business Unit Mgr 2000-01]

< Delivered $350K in annual incremental business by cultivating a

contractual partnership with a complementary product manufacturer

[Business Unit Mgr 2000-01]

< Achieved $1M in net cost savings within one year of outsourcing a two-

shift, 40-person operation producing $9M in fabrications to a third party

[Business Unit Mgr 2000-01]

< Achieved 30-45% in component-led time reductions and more than $250K in

total operating cost savings [Manufacturing Mgr 1998-2000]

< Led engineering team in implementation of over $40M in capital projects

[Facilities Planning & Development Supervisor 1996-98]

< Led project teams in the efficient one-year installation of $9M in gear

grinding technology including the largest gear grinder in the US at the

time

Additional Value Skills

. Operational strategy development and deployment

. Customer retention

. Targeted product and service innovation and enhancements

. Value stream optimization

. Cash management, treasury and finance (i.e. commercial banking

relationships, credit and debt structure)

. After-market support and revenue development

. Development of high-performing teams and coaching to maximum performance

. Pricing strategies

. Implementation of comprehensive Environment, Health & Safety management

programs

. "Bricks and mortar" reconciliation: Plant openings/closings and

consolidations

. Negotiating business contracts

Career History

The Service Group, Milwaukee, WI 2007 to March 2010

Privately held group of companies engaged in commercial heat treating and

applying industrial engineered coatings.

Vice President and General Manager

G&K Services Inc. Menomonee Falls, WI 2006 to 2007

Publicly traded $1B provider of branded identity apparel and facilities

services to multiple industries and multiple markets.

General Manager

Tanis, Inc., Delafield, WI 2004 to 2006

Private manufacturer and distributor of industrial brushes for various

industries.

Director of Operations

The Falk Corporation, Milwaukee, WI 1989 to 2004

(A Hamilton-Sundstrand Company, A Division of United Technologies, Inc;

acquired by Rexnord Industries LLC in 2005)A global, vertically integrated

manufacturer of highly engineered, customized industrial mechanical power

transmission products.

Director of Manufacturing 2002 - 2004

Plant Manager - Standard Products, Wauwatosa, WI 2001 - 2002

Business Unit Manager, Quadrives and Mixers 2000 - 2001

Manufacturing Manager 1998 - 2000

Supervisor, Facilities Planning and Development 1996 - 1998

Manufacturing Engineer 1989 - 1996

Education & Development

Masters of Business Administration, Marquette University, Milwaukee, WI,

1999

Bachelor of Science-Mechanical Engineering, GMI Engineering & Management

Institute (Kettering University), Flint, MI, 1994

Emerging Leaders Program, Executive Education Partnership, UTC/Darden

School of Business, University of Virginia, 2003.

ACE (Achieving Competitive Excellence) Coordinator Training, United

Technologies, lean manufacturing/continuous improvement methodology, 2001.

"Strategic Management for Line Managers", Executive Education Course,

University of Virginia, Darden School of Business, 1999.

QRM: Quick Response Manufacturing, Center for Quick Response Manufacturing,

UW - Madison, 1998.

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