Manager Project

Richard T. Lee, CPIM

*** ***** ****, ******* *****, IL 60089

Home: 847-***-**** Cell 224-***-****

**********@*****.*** LinkedIn: www.linkedin.com/in/richardleeUSA

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Versatile Operations, Supply Chain & Materials Management leader with

strong Project Management skills. Impact player with ability to manage

details while still focused on the big picture. Six Sigma Green Belt who is

well-versed on Lean concepts.

MacDermid Autotype, Inc. (formerly Autotype Americas) Schaumburg,

IL/Middletown, DE 1993-2009

Manufacturer/distributor of films & chemicals for the printing industry;

Americas sales of $25M. Subsidiary of MacDermid, a $1B public company

privatized in 2007. Inventory accountability for up to $4.5M. Responsible

for $15-20M material purchases annually.

Supply Chain Director 2007-2009

Situation

Economic recession led to dramatic change in business profile with decrease

in sales, increase in customer lead times and rising stock levels. Goal was

to find rapid, innovative ways to respond to the changes, in order to free

up working capital through stock and inventory reduction and aggressive

supply chain management. Challenges were to keep managers focused on the

task of addressing slow moving stock, and convincing vendors to lower

minimum order quantities/shorter lead times.

Actions

. Led cross-functional team with sales, marketing & technical managers

to investigate exactly what stock levels/items were truly necessary to

support customer demand.

. Analyzed inventory levels by individual products and distinguished

slow moving, quality deficient, or products that never generated

market interest, and worked with the group to develop strategies to

lower stock levels of specific items.

. Limited new products until existing slow moving inventory could be

reduced.

. Developed a more "JIT" inventory management system with suppliers and

negotiated reduced minimum quantities.

Results

. Attained reduction of $250k in surplus stock within 6 months.

. Aggregate inventory was reduced by $1M or 30% over the same period.

VP Operations 2005-2006

Situation

After acquisition, MacDermid chose to transfer manufacturing, warehouse &

distribution from Schaumburg IL to an existing facility in Middletown DE

that had previously languished. Was appointed project leader in the

transition and set-up at the new location; but chose not to relocate my

family.

Actions

. Worked with existing MacDermid personnel in DE to develop transition

plan detailing facility, equipment, personnel, warehouse &

distribution activities needed to facilitate transfer of operations.

. Kept loyal, diligent workforce in Schaumburg motivated during

transition that ultimately cost their jobs.

. Partnered with Middletown team to instill same quality ethic that had

made Schaumburg successful.

Results

. Successfully moved entire operation without loss of a single existing

customer.

. Handed over site responsibility to full-time Operations Director in

Middletown within 8 months.

Autotype Americas Schaumburg, IL 1993-2005

$25-35M business subsequently sold to MacDermid; division of Autotype

International, part of Norcros Holdings, a UK-based global $400M holding

company. Responsible for $15-20M material purchases annually to support

Americas business, with $2.5M budget.

VP Operations 2001-2005

Situation

UK-based coating line that manufactured all Industrial Films suffered a

serious fire that resulted in capacity shortfall, along with the need for

qualification of these films on alternate equipment. Supply was critical

for products experiencing 25% revenue growth.

Actions

. Met weekly with key Sales, Supply Chain, and Operations management to

match inventory levels with anticipated customer demand. Continued

this practice as a means of S&OP.

. Analyzed daily production and customer order activities to properly

sequence coating and distribution activities.

Results

. Industrial Film inventory levels were reduced by 10% even though

demand continued upward.

. Customer on-time delivery continued at 98.5%, with no service

interruptions experienced.

. Other lean initiatives developed to reduce setup times, maximize

outputs, and reduce customer lead times.

Operations Manager 1998-2001

Situation

Workforce experienced very high turnover and was not concerned with quality

or customer service. Dramatic sales growth necessitated increased capacity,

and new markets demanded higher quality/more pristine manufacturing

environment. Goal was to reduce turnover and improve productivity; and then

construct a Class 10000 cleanroom with more efficient converting equipment,

reconfiguring facility to accommodate the new area as quickly as possible

but without impacting current operations. This was the highest profile

project in Autotype Americas' history.

Actions

. Restructured pay to be more competitive; developed creative

recruitment strategy offering plant workers a small referral bonus for

friends who met certain criteria and were hired.

. As Project Manager for the Cleanroom initiative, organized project

team; helped set budgetary commitment; determined actions related to

equipment procurement, project construction, and operator practices

regarding cleanliness, attire, and hygiene. Eventual design choice

resulted in having to change primary vendors to accommodate state of

the art requirements, and also gaining insurance and building code

agreement to the design which necessitated employing additional fire

safety parameters beyond original design specs.

Results

. Successfully recruited 5 new employees who remained with the

operation, overcoming what had been a chronic staffing problem.

. Team camaraderie improved dramatically as delivery performance climbed

from 90% to 95% within 3 months, and a second shift was added

utilizing the resources that were becoming available.

. Cleanroom project completed within allotted 4 month time frame and

within $1,000 of budgeted level despite the unexpected additional

challenges.

. Became the industry leader in Industrial film converting.

. Cleanroom installation was integral in growing Industrial business by

30%, and further improving delivery performance from 95% to 98.5%

within another 3 months.

. Key customers sent their operational personnel to visit our benchmark

facility.

Material Controls Manager 1993-98

. Reduced customer order lead times from 5 to 2 days on Industrial end

user business which became industry standard.

. Enacted "lean" initiatives that improved customer order on-time

deliveries from 80% to 95% within first 6 months of employment.

Early Career

Solo Cup Company Highland Park, IL 1983-1993

Privately owned $400M manufacturer/distributor of paper & plastic cups,

plates, and bowls.

Sales Forecasting Specialist 1987-1993

Foam and Plastic Production Manager 1985-1987

Assistant Production Manager 1983-1985

Rego Company Chicago, IL 1976-1983

$40 million subsidiary of the Marmon Group, manufacturing valves &

regulators for compressed and propane gas industry, along with welding

equipment.

Senior Production Planner 1982-1983

Warehouse and Receiving Manager 1980-1982

Production Planner 1976-1980

Education & Professional Affiliations/Credentials

Marquette University Bachelor of Arts 1975

APICS - American Production & Inventory Control Society 1994-Present

CPIM - Certified in Production & Inventory Management 1995,

certification maintenance achieved in 2008

Community Involvement

Food Pantry Coordinator for St. Vincent de Paul Society, southern Lake

County 1994-Present

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