Manager Customer Service

Edward Bethel

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

Pleasant Hill, OH 45359

Home: 937-***-****

Cell: 937-***-****

********@*****.***

Operations professional seeks a position in management. Lean implementation

and process improvement expertise in all aspects of manufacturing,

production control and logistics. I have successfully applied Kaizen

(through 5S and visual factory systems) to improve safety, quality,

increase productivity, reduced inventories, and reduce off-line costs at

multiple assignments. Adept at direct customer contact to address product

questions, quality issues, and delivery needs. Supported Lean, Kaizen, Six

Sigma and events.

PROFESSIONAL EXPERIENCE

Belden Wire and Cable - Richmond, Indiana 9/2008 to 4/2010

Responsibilities: Cable Finishing and then Wire Mill Supervisor responsible

for core extrusion, braiding, jacket extrusion, rod mill, wire drawing,

bobbin wind, and stranding operations.

Accomplishments: Improved productivity from 32.8% to 95% of goal. Zero

injuries on 2nd shift in my areas. Quality and scrap reduced to at or below

goals. Leader of Safety Auditing Team. Operators were trained in Lean

systems and are practicing Kaizen with multiple projects completed and

several pending.

Processes/materials: Rod mill, tin plating, multi wire drawing machines,

stranding, bobbin winding, core extrusion, braiding, cabling, jacket

extrusion, copper, and plastic resin mixing/pellitizing.

Metalworking Group - Cincinnati, Ohio 1/2008 to 9/2008

Responsibilities: Production Manager responsible for all plant

manufacturing operations.

Accomplishments: Improved productivity from 62% to 78% of goal. Reduced

average number of late orders from 237 to 47 in a 4 week period. Welding

cells have been moved, organized, and inventories corrected allowing on-

time deliveries to 3 major customers for the first time in 2 years.

Processes/materials: Laser cutting, press break, forming, drawing, bending,

welding, drilling, blanking, grinding, polishing, threading, steel, rod

tubing, plate, brass, steel armor, stainless steel, and aluminum.

Greatwide Distribution - Phoenix, Arizona 7/2006 to 11/2007

Responsibilities: Plant Manager then Director of Operations responsible for

multiple plant operations.

Accomplishments: Improved productivity from 50% to 98% of goal. Reduced

equipment downtime on repair line by 90%. Performance issues in the areas

of quality, customer service, and cost drove a short term 5S and Kaizen

effort. Cells were redesigned. Production was doubled and quality issues

reduced from 50% to 5% in a 2 month period. Completed 3 plant turn around

assignments in a 6 month period.

Processes/materials: wood pallets, drilling, paint line operation, nailing,

and grinding.

Delphi - Moraine, Vandalia, and Dayton in Ohio 4/1998 to 7/2006

Responsibilities: Production Supervisor with multiple assignments during

this period in compressor machining, master cylinder machining, production

control and logistics, injection molding and painting for airbag covers,

airbag assembly, door panel molding, and QS9000/TS16949/ISO14001 internal

auditor.

Accomplishments: Improved third shift productivity from 80% to 96% of goal.

Initiated mold cleaning procedure and schedule that reduced short shots and

other molding defects by 32% and reduced third shift scrap by 22%. Reduced

mold changeover times from 65 minutes to 35 minutes. Improved 3rd shift

door panel production by 20% in truck area and 40% in car area. Started

paint viscosity tracking that reduced light paint and run defects by 88%.

Airbag assembly first shift productivity improved from 48% to 96% of goal.

Reduced schedules from 7 days at 12 hours per day to 5 days at 10 hours per

day while overall sales volume increased. Line side inventories were

reduced from one week to 1 hour supply. In the master cylinder machining

area the problem was 34% uptime on equipment. This forced a 24/7 schedule

costing us tremendous overtime and scrap. Put together a process team.

Uptime was doubled in 6 weeks. Within 9 months of ongoing process team

floor exercises 96% uptime was achieved and overtime was eliminated.

Installed pull system supermarket system. KanBan cards were used to trigger

deliveries. Key performance metrics were manually input into charts daily.

Kaizen was started to drive ongoing improvements in quality and cost.

Processes/materials: one and two shot injection molding, air bag assembly,

instrument panels, door panels, HVAC ducts, foam injection operations onto

substrates, thermoforming, power window/door, actuator assembly, master

cylinder machining, CNC HVAC compressor machining, and piston machining.

Copperweld - Miami Division - Piqua, Ohio 2/1996 to 4/1998

Responsibilities: Production Supervisor responsible for first shift tube

mill operations.

Accomplishments: Increased productivity by 35% in mills. Reduced scrap rate

by 35% and quality defects by 82%. Implemented preventive maintenance

program and problem solving teams. Internal auditor for QS9000 program.

Reduced number of employees in assigned area by 24%.

Processes/materials: steel coil, master coil slitting, dom operations, tube

forming, high frequency welding, resistance welding, finishing, and cut to

length operations.

Evenflo Company Inc. - Piqua, Ohio 9/1994 to 2/1996

Responsibilities: Production Manager responsible for all plant operations.

This included all production, quality, maintenance, shipping/receiving

functions, and two supervisors who were direct reports.

Accomplishments: Improved second shift productivity from 55% to 107.5% of

goal. Implemented teams on second shift. Increased second shift staff from

68 to 156 people. Quality defects were reduced from 7% to 1% in the same

period. Implemented TQM, Kanban, and Kaizen programs in plant. Implemented

KanBan, and one piece flow on assembly lines. Performed work station

cleanup with shadow boards. Worked with cross functional teams to eliminate

40,000 square feet of inventory.

Processes/materials: assembly for infant car seats, toys, carriers, and

textile cut/sew operations.

Operations Consultant (Contract positions) 10/1993 to 9/1994

Responsibilities: Operations Consultant responsible for productivity

improvement programs, training, daily plant operations, and employee

handbook/rules implementation. Completed contracts with a major insurance

company at their mail order pharmaceutical company in Ohio and a large

vinyl window manufacturing company in Illinois. Details of assignments are

available.

Accomplishments: On first assignment reduced labor cost per prescription by

24%, from $2.85 to $2.15. Reduced order process time from 3.5 to 1.5 days

creating a market edge. Increased inventory turns from 60 to 180 per year.

On second assignment increased second shift units per full time equivalent

from 72 to 100. Used 7 full time equivalents saved by productivity

increases to start an additional window line that was desperately needed at

the time to meet delivery commitments. Wrote initiatives to correct 17

major quality problems and 31 OSHA violations.

FUJI TruColor Photo, Inc. - Mansfield, Ohio 6/1991 to 10/1993

Responsibilities: Operations Manager responsible for all phases of plant

operations. This included manufacturing, budget, P&L, purchasing, human

resources, sales, administration, and customer service. OSHA/EPA

compliance and office operations. Staff totaled 350 associates. The

facility provided film

developing, photo finishing, and enlargements for major retailers. Spent

the last 6 months as interim General Manager with sales, manufacturing and

administrative duties.

Accomplishments: Reduced total product cost by 8% of the sales dollar.

Increased inventory turns per year from 6 to 18. Improved on-time service

from 96% to 99.7%. Increased orders per hour from 8 to 28. Implemented self-

directed work teams. Lean practices and process changes allowed an increase

from 8 orders per man hour to 28 orders per man hour with a reduction in

quality issues from 7.2% to .7%. .

Processes/materials: photo film and print processing, enlargements, copies,

reprints, and editing.

Richmond Screw Anchor Co. - Miamisburg, Ohio 12/1979 to 3/1991

Responsibilities: Plant Manager responsible for all phases of the plant

operation. This included P&L, all union negotiation/protests, scheduling,

purchasing for multiple projects, and new product manager functions. The

plant manufactured concrete forming accessories. Operations included

blanking, cold heading, threading, welding, presses to 175 tons, forming,

and other steel and wire fabricating.

Accomplishments: Reduced labor costs by 3.2% of sales. Increased the plant

profits from 7% to 13.9%. Increased inventory turns from 4 to 24 turns per

year.

Processes/materials: steel, stainless, steel wire, coil steel, threading,

taping, heading, cutting, grinding, blanking, spring coiling, slotting,

resistance welding, welding, bending. press brake punching, and flatting.

Education: Kentucky Mountains College, BA Education - 1987. Kentucky

Mountains Baptist College, MA Theology - 1985. DDI Empowered Leader

Training Certification. AMA Finance for Non-Financial Executives. AMA

Corporate Planning Implementation Courses. Covey - 7 Basic Habits of

Highly Successful People. Past member of SME. OSHA Outreach training 30

hour certification.

Software: MS Windows, Word, Excel, Access, Outlook, PowerPoint, and SAP.

References furnished upon request

Contact this candidate