Manager Sales

Carl J. Dirks

**** ******* **** **** ( Gering, Nebraska 69341 ( Telephone: 308-***-****

Email: *******@*****.***

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Divisional Manager of Manufacturing Operations & Continuous Quality

Improvements

Specialty Areas Include:

Increasing Throughput ( Six Sigma, JIT, Kan Ban, TQM, & ISO 9002 ( P&L

Improvements

Inventory Control ( Production & Scheduling Management ( Instituting Cost

Conservation Measures

BS (Business Management), Divisional Manager of Manufacturing Operations &

Continuous Quality Improvements, with more than 10 years of P&L management

experience in building unified performance-based cultures for manufacturing

organizations ranging from $6.5 million to $73.4 million in annual gross

revenues. Most recently, as Division Manager for Kurt Manufacturing charged

with managing 6 direct reports for a 24/7 division with 144 employees that

generated $24.5 million in annual gross revenue.

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Career Highlights

> Entrusted by the CEO, President and General Manager of Harper/Wyman Co to

relocate a 350 employee manufacturing facility from Princeton, Illinois

638 miles south to Chattanooga, Tennessee that utilized state-of-the-art

CNC machining, stamping, robotic welding and automated/manual assembly

processes which required training of 300 employees in areas such as

inspection procedures, setup processes, print reading and SPC tracking

and documenting.

> Successfully turned around the Lyman Division of Kurt Manufacturing Co.

at the Board of Directors request a $17.4 million manufacturing division

within 10 months that had previously lost up to $1.3 million per year

during the pervious 6 years. Consequently, during the first 2 months of

2006 posted a loss of $212,500 by end of fiscal year realized a net

profit of $365,000.

> Implemented comprehensive Lean programs such as Cellular Manufacturing,

SPC tracking and Kaizan events that increased efficiencies from 71% to

93% while simultaneously increasing production output from 2.4 million

pieces per day to 3.3 million per day. As a result of Lean implementation

achieved an increase of 26.9% over a 3 year period.

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Benefit Statement

Demonstrated track record of 10+ years of accomplishments in process

improvements and Lean Manufacturing, revenue generation, and quality

management that consistently reduced operational costs while increasing

bottom-line profits.

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Key Areas of Expertise

Diplomatic Change Agent for Productivity Improvements ( Leadership by

Example ( Quantitative & Qualitative Analysis ( Creating a Shared

Operational Vision ( Design for Manufacturability (DFM) ( Forming &

Leveraging Supplier Alliances ( Conflict Resolution ( Formal Presentation

Skills.

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Professional Experience & Accomplishments

Kurt Manufacturing, Lyman, Nebraska 2006 to Present

(A $24 million company that manufactures hydraulic couplings for the

hydraulic hose industry)

Division Manager - Reporting to the President and total P&L accountability,

the scope of my duties consist of reviewing daily production results to

assure they are in line with necessary performances to meet P&L

requirements, review departmental efficiencies and daily sales along with

machine utilization. Additionally, manage proper execution of high burden

rate areas and review safety issues to assure immediate corrective action.

> Increased gross revenues from $17.4 million in FY 2005 to $23.9 million

in FY 2008, with pretax rates ranging from $110,800 in FY 2005 to $1.7

million in FY 2008.

Carl J. Dirks

Page Two

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> Reduced in 2006, inventory by $1.1 million while simultaneously improving

on-time-delivery from 62% to 93%. Concurrently accomplished the following

3 items: 1) Improved OSHA injury rates from 14.61 in 2005 to 6.21 in

2009, 2) Reduced lost time rates from 4.45 to 1.03; and 3) Decreased lost

days from 75 in 2005 to 2 in 2009.

> Implemented an 80/20 program that drove efficiency's for 144 employees

from 74% to 98%, increased gross margin from 21.7% to 28%,

shipments/employee up from $128,800 to $156,800 on YTD averages over a 3

year timeframe.

Burner Systems International, Chattanooga, Tennessee ) 2003 to 2006

(A $26 million division of a $40 million company, that manufactures gas

stove component for the gas stove industries)

Operations Manager - Reporting to the president, charged with ensuring that

daily production goals were met, efficiencies were maintained, machine and

equipment issues were updated daily, oversaw purchasing and production

control to assure that machines were properly scheduled with adequate lead-

time for materials.

> Assisted in the training of 300+ employees in highly technical and

complex procedures of setup and inspection utilizing SPC and 6 Sigma in

areas of machining, stamping and assembly with tolerances from .005" down

to .000005".

> Successfully converted a 275,000 sq. ft. warehouse into a 275,000 sq. ft.

manufacturing facility in 65 days and $216,000 under budget.

FiTech, Michigan City, Indiana 2001 to 2003

(A $8.5 million job shop division of a $40 million company that machines

parts for automotive, lawn & garden, consumer and agriculture industrial

sectors)

General Manager - Reporting to the president/COO primary duties focused on

P&L accountability and monitoring daily production and efficiency goals to

achieve corporate objectives. Reviewed customer quotes, oversaw

purchasing/production controls approved all PO's while conducting customer

calls to maintain and increase business.

> Grew business from $6.5 million to more than $8.6 million in 2 years

through ongoing customer involvement.

> Utilized Lean programs such as SPC, Six Sigma, Value Analysis, Setup

Reduction and familization of part scheduling to increase operating

margin by $460,000 or 7% in the first 6 months while concurrently

reducing changeovers by 50%.

National Lamination Company Des Plains, 2000 to 2001

Illinois

National Material de Mexico, Apodaca N.L.

Mexico

(NLC was a $51 million division with 235 employees, and NM de Mexico a $21

million division with 120 employees that stamped and assembled steel

lamination for the electric motor and transformer industries)

General Manager - Reporting to the COO and with total P&L accountability

for 2 divisions, reviewed daily production to make sure that previously

established goals were met, examined machine PM programs and upcoming sales

objectives. When necessary flew to Monterrey Mexico to meet with the

general manager and review previous week accomplishments were meeting

corporate goals while working closely with the sales manager to increase

corporate sales.

> Evaluated the Des Plains facility and developed plans to bring it back to

a state of competitiveness while assuming responsibility of the Monterrey

Mexico facility which had a $1.1 million breakeven point but actual sales

of $110,000. Developed in April of 2000 a list of customer to prospect

and by November of 2000 NM de Mexico had realized sales of $1.3 million.

> Refocused sales and marketing away from transformer lamination to motor

lamination in order to increase sales. As a result, increased sales by

$6.3 million and secured 3 major customers in the motor building sector

within 6 months.

MGF Industries, Inc, Rockford, 1998 -2000

Illinois

(A $57 million business that process hot and cold rolled rod to customer's

specifications for the fastener industries)

Operations Manager - Reporting to the President and the COO. Responsible

for monitoring daily efficiencies and productivity of a 24/7 3 shift

operation focusing on cost reductions programs and continuous process

improvements.

> Achieved within a 3 month period, through flow analysis a complete floor

change layout and decreased WIP from 8 weeks on the floor to 3 days,

resulting in a 63% WIP reduction.

> Implemented Lean methodologies utilizing cell manufacturing, SPC and

ISO/QS programs that delivered a 31% increase in productivity, and a 42%

reduction in scrap and rework.

Carl J. Dirks

Page Three

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ITW Shakeproof, Elgin, Illinois 1992 -1998

(A $23.6 million business unit consisting of 3 facilities in Elgin,

Chicago, & Rockford Illinois that manufactured various types of washers for

the fastener industries along with specialty stamping)

Business Unit Manager - Charged with total P&L accountability for 3

facilities and reviewing daily production results were in line with

established objectives, quoting all new products, review departmental

efficiencies and daily sales along with machine utilization along with

inventory adherence.

> Improved through implementation of cellular manufacturing, Kan Ban and

SPC programs, On-Time-Delivery from 78% to 95% along with increased

production of 900,000 pieces/day and increased sales of $10,500/day.

> Allowed production diversification through custom stampings, grew

revenues by $3.8 million over 3 years. Additionally, implemented a JIT

program with raw material suppliers deducing material on hand by

$120,000.

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Prior 1992 Professional Experience

Kohler Company, Sheboygan, Wisconsin General Supervisor-Metal Processing 1985 to

1992

Litton Microwave, Minneapolis, Minnesota Tool Engineering 1982 to 1984

Supervisor

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Education & Professional Development

BS (Business Management), Silver Lake College, Manitowoc. WI 1990 (3.2/4.0

GPA)

(Earned degree while working 50/60 hours weekly)

First In Quality, Milwaukee, WI 1997

Executive Presentation Skills, Communispond, Chicago, IL 1997

Leadership Management Development, Chicago, IL 1995

SME International Conference, Detroit, MI 1989

Administrative Management Development Program, Kohler Education Campus,

Kohler, WI 1988

Geometric Tolerancing, Kohler Education Campus, Kohler, WI 1986

Certificate: Electronics & Basic Programmable Controls, Area Vocational

Tech. Institute, St Cloud, MN 1980

Diploma: Mechanical Drafting, Western Iowa Tech. Community College, Sioux

City, IA

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