Customer Service Manager

LARRY W. ALBERDING

***** ***** ********* / **** *****, IN 46845

260-***-**** **********@***.***

PLANT MANAGER / DIRECTOR of OPERATIONS

Excels in Plant Turn Around and Profitability Maintenance and union avoidance

Effective self-starter demonstrating over 25 years of solid progressive experience across varied

manufacturing environments. Combines “hands-on” technical qualifications with intricate business

strategies to achieve consistent success in increasing productivity and reducing waste while

decreasing costs. Strengths include:

Union Avoidance Through Participative

Complex $MM Project Management

Management

Short/Long Range Budget & EBITDA Forecasting

International experience

Corporate-Wide Policies & Procedures Development

Multifaceted Facility Restructure Proposals

Environmental / HazMat Compliance & Training

Detailed Sr. Executive Presentations

Pilot Programs/Restructuring/Layouts/Closures

State-Of-Art Equipment Implementation

HIGHLIGHTS OF ACCOMPLISHMENTS

1 Established self-work teams that manage own areas of manufacturing, including scheduling, production,

maintenance, customer contact and quality reporting. Result: Scrap decreased from 5 to .04%, customer

service levels improved from 90 to 99%, and certified/awarded TS16949 and ISO14001.

2 Spearheaded creation/implementation of cellular manufacturing to improve throughput, quality and

efficiency. Result: Shipped 13MM units to one customer without reject over 5-year period, efficiency

improved from 100 to 124% in one plant and currently ship over 24MM units at a 10PPM.

3 Launched Kanban system to work off MRP, managing 68% of 2000 SKU’s entered to ship within 0-3 days

of order receipt. Result: Service levels improved from 85 to 99% and improved inventory turns from 4 to

25 turns/yearly. Implemented a consignment system for all CNC MRO items.

4 Set up teamwork classes and Kaizen teams to restructure plant; setting up cells established by product and

customer, maximizing volume and cell accountability. Result: Increased throughput to 100%, customer

service levels from 84 to 99%, reduced express freight from <$5K/week to –0-, increased inventory

accuracy from 55 to 99%, internal quality rejects lowered from 3 to .05%, external PPM’s decreased to

10, and awarded TS16949 for quality and ISO 14001 for environmental.

5 Instituted schedule matrix to allow 1 operator to run multiple machines at same time, as well as reviewed and

modified molds. Result: Reduced labor content 30% and improved overall mold cycle times 8%.

PROFESSIONAL CAREER PROGRESSION

Kongsberg Automotive 2006-Present

Leading OEM and tier one supplier of automotive products selling to General Motors, Chrysler, Ford, Toyota

Subaru and Nissan. Processes include injection molding, over molding, encapsulation, cable extrusion, knobs,

shifters, automotive cables, and assemblies that are manufactured and shipped daily to meet the OEM schedules.

GENERAL MANAGER

Nuevo Laredo, México and Laredo, Texas (April 2009 to Present)

Manage and direct all facets of 3-shift union injection molding operation with vacuum tubes for fluids and with

130 molding machines, including a distribution center. I am accountable for a $100MM operating budget and

1100 employees, within a three plants for a total of 240,000 sq. ft and a 50,000 sq. ft. distribution center.

Turned plant into highest level for profit, lowest in inventory and strong customer satisfaction . Presented top

lean award in 2011 by corporation.

Van Wert, Ohio (September 2006 to April 2009)

Manage and direct all facets of 3-shift union operation, including: Production, Finance, Maintenance, Materials,

Tool Room, Quality, Engineering, Human Resources, Customer Relationships, Safety, and OSHA/EPA with full

responsibility for the P/L. I was accountable for $75M operating budget and 400 employees, within a 150,000

sq. ft plant.

1 Implemented lean manufacturing throughout plant and improved 5-S score to above 90 points

2 Improved on time delivery to 99% for all customers

3 Scrap was reduced from 2.5 % to .87%

4 Implemented plant wide crib system for all MRO

5 Implemented business unit concept within the plant for each product area

6 Implemented automatic data collection for SPC using Data Myte

7 Decreased quality incidents by 60% to all OEM customers

8 Implemented PFMEA's, with linkage to control plans and gate reviews

9 Increased use of Poke Yoke's by 75% to last year implementing 222 PY

10 Improved margins by 6%

11 Launched new products on time with complete PPAP approval from customers

12 Awarded Lean and 5-S for top plant within Kongsberg for 2011

Hawk Precision Components - 2005– 2006

Leading CNC powdered metal supplier of highly engineered precision components used in numerous industrial

and agricultural applications (from small precise, complex components to large area components) . Powdered

metal operation consists of multiple ton presses, sintering, precision grinding, heat treating and CNC machining.

PLANT MANAGER

Campbellsburg, IN

Manage and direct all facets of 3-shift operation, including: Production, Maintenance, Materials, Tool Room,

Quality, Engineering, Human Resources, Customer Relationships, Safety, and OSHA/EPA. Procure capital

equipment and negotiate pricing/terms for materials/supplies. I was accountable for $35M operating budget and

300 employees, within 100,000 sq. ft. plant.

1 Decreased scrap by 20%, improved profit margins 3%, customer service to 98%, and productivity by 10%.

2 Reduced operating costs 3%.

3 Implemented teamwork training sections, 5-S program and lean manufacturing.

TriMas Corporation 2002-2005

Bargman is a leading manufacturer of high-quality transportation accessories, packaging systems, fastening

systems and industrial specialty products for the commercial, RV, trailer and consumer markets.

PLANT MANAGER 2002 - 2005

Bargman Plant, Albion, IN (Formerly owned by Riverside Company and Dana Corporation)

Manage and direct all facets of 3-shift operation injection molding and assembly, including: engineering,

quality, human resources, finances, production, customer relationships, safety, and OSHA/EPA. Support sales

activities. Prepare/administer short/long-term budgets and business plans. Procure capital equipment and

negotiate pricing/terms for materials/supplies. I was accountable for $15M operating budget and 110 employees,

within combined 70,000 sq. ft. (2 facilities).

4 Decreased scrap to .05%, improved profit margins 5%, customer service to 99%, and productivity by

15%/annually.

5 Turned around deteriorated facility, improving overall appearance of facility, employee morale and turnover.

6 Reduced operating costs 5% annually, decreasing labor and material costs.

7 Implemented Impact Teams for Lean Manufacturing and global sourcing utilizing international resources.

8 Set-up monthly metrics for every discipline and track and discuss monthly utilizing 6-Sigma process.

9 Reduced labor 30% and improved mold cycle times 8% through implementation of a new schedule matrix.

10 Launched Kanban system to work off Crash and Burn report; managing 68% of 2000 SKU’s entered to ship

within 0 to 3 days of order receipt and improving service levels from 85 to 99%.

11 Avoided Union infiltration through participative management and earned “Environmental/Safety” flag w/1

Star Award.

PLANT MANAGER – Dana Corporation 1995 - 2002

Dana Cleveland Chassis Plant, Cleveland, OH Chassis Forging Components- Machining/Aftermarket

Accountable for P&L and all plant functions for 3-shift CNC operation. Address problematic areas of plant,

including lack of structure and systems, quality and production flow. I was accountable for $20M sales, $12M

operating budget and 150 employees, within 45,000 sq. ft. facility.

12 Avoided union infiltration of neglected facility upon 2 months of new assignment, through safety focus

measures, human development, plant visibility, and plant restoration.

13 Redesigned plant and spearheaded set-up of cellular systems.

14 Created and implemented new forecasting tool to continually monitor plant productivity and inventory

levels.

15 Instrumental in writing new Employee Handbook/Manual, and Policies and Procedures.

16 Implemented Lean Manufacturing, increasing productivity over 10%annually, customer service levels

99%, while reducing labor costs by 20%

17 Established Safety and Impact Teams to improve awareness, decreasing loss time accidents from 5 to 1,

and decreased injuries by 70%.

18 Obtained QS9000 and ISO 14001 certifications.

19 Received “Environmental/Safety” flag with 1 Star Award.

20 Received 4th place “State of Ohio Governor’s Award for Team Excellence”.

EARLIER CAREER EXPERIENCE 1974 - 1995

Dana Corporation, Alcoils Plant, Columbia City, IN Electromagnetic Coils

MATERIALS MANAGER

Managed inventory control, procurement of $6M materials and supplies in 15,000 sq. ft. warehouse operations.

1 Introduced/implemented JIT system, increasing inventory turns to 25.

2 Established multi-year contracts with suppliers, saving 5%.

3 Implemented bar-code system for real-time data collection.

4 Decreased on-hand inventory, allowing new production to move into vacated space in warehouse.

COMMODITY MANAGER

Supported supplier based inventory, production systems and OSHA/EPA compliance. Responsible for customer

communications including production orders, quality and pricing.

1 Implemented copper purchase program, enabling future purchases beyond supplier.

2 Implemented cost reduction programs, production tracking and inventory control systems.

3 Appointed materials representative for Dana Materials Council.

4 Decreased inventory levels to lowest in division from $1.4MM to $500K, utilizing Kanban, inventory

point of use, and JIT systems.

5 Created world-class supplier base through establishment of stringent criteria for supplier selection.

AREA MANAGER

Sole management of General Motors account, via GM request. I met with GM’s Dayton personnel weekly to

address quality, service and engineering issues. Scheduled production, trained and supervised production

personnel and supervisors, managed shipping/receiving/quality functions.

1 Established cellular and safety teams, and point of use inventory, increasing customer service levels to 99%.

2 Received GM’s “Mark of Excellence Award” for Quality

3 Received State of Indiana “Senators’ Award” for Team Excellence.

4 Implement Lean Manufacturing, improved tooling, capital expenditures and supplier involvement, reducing

scrap from 5 to 1%.

5 Shipped over 13MM units without rejection or return to Japanese automotive customer.

KNOWLEDGE – SKILLS – ABILITIES

Business Functions: Operations/Plant Management, Budget, Strategic Plan, Forecasting, Procurement, Capital

Expense/Budget, Financial Objective Plans, Union Avoidance, Sales Support, Executive Level Presentations,

Safety/EPA Compliance, Regulatory Compliance, Human Relations, Policies & Procedures, P & L, Global

Sourcing, Investor-Board Relations, Project Design and Management, MRP

Industries: Tier 1 & 2 Automotive, Automotive OEM/aftermarket, Agricultural, Recreational, RV

OEM/aftermarket, Trailer, Industrial, Marine, Indirect Government

Products: Electrical, Lighting, Accessories, Chassis Components-Idler Arms-Pitman Arms-Inner/Outer Tie

Rods-Ball Joints-Drag Links, Electromagnetic Coils, Electrical Cable, Locks, Ball Studs

Customers: General Motors, Toyota, Chrysler, Ford, Nissan, EZ-Go, Club Car, Polaris, Keystone, Napa,

AutoZone, Forest River, Stag, Coast, Redneck, Winnebago, Air Stream, Pep Boys, Fleetwood, John Deere

Processes/Systems: Cellular Manufacturing, Six-Sigma (6 Sigma), Lean Manufacturing, JIT, QS9000, ISO

9000, ISO 14001, Product Development, Kanban, Kaizen, Assembly, Broach, Swedge, Threading, Shearing,

Testing, Drilling & Tapping

Equipment: Assembly, Plastic Injection Molding, CNC Machines, Winding, Cold Heading, Threading, 50-300

Ton Presses, Steam Treat, Sintering, Compaction Presses, Grinding

Material: Plastic, Copper, Aluminum, Steel, Forgings, Magnet Wire, Steel Powder

EDUCATION / PROFESSIONAL DEVELOPMENT

Master of Science Management

Indiana Wesleyan University / Marion, IN

Bachelor of Science Management

Marion College / Marion, IN

Associate of Arts Industrial Management

Indiana Vocational Technical College / Fort Wayne, IN

Certified Purchasing Manager National Association of Purchasing Management

Certified Six Sigma Green Belt

Materials Supplier Council Dana Corporation

Human Relations Certificate Dale Carnegie

Certified Supervisor Dana University

Hazardous Materials Training Dana University

Law for Managers Dana University

State of Indiana Certified Hazmat Technician Purdue University

Past and Present Community Involvement:

East Suburban Business Advisor Council--Bedford School System (1995-2002)

Crime Stoppers of Whitley County President/Vice President/Board Member (1986-1989)

Union Township Residents Association, Whitley County President (1986-1989)

Columbia City Police Reserves Captain (1974-1976)

Jaycees, Columbia City Director, Jaycee of the Quarter, Salesman of the Year, Man of the Year (1970-1974)

SPECIALTIES

Scrap Reduction

Product Improvements

Process Improvements

Cost Reduction

Efficiency Improvements

Productivity Improvement

Inventory Control Systems

Management Development

Human Potential Maximization

Strategic Planning

Gross Margin Improvement

International/Global Procurement

International/Global Distribution

Quality Systems Implementations

Business Turn-Around / Revitalization

Inbound/Outbound Freight Logistics Contract Negotiations

References Provided Upon Mutual Interest.

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