Customer Service Manager

DANIEL T. BERTOVICH, *** Brookdale Ave, E Palestine, Oh 44413

330-***-****, (724) 244-

**** ****, *-****: ************@***.***

OPERATIONS Professional, with a record of accomplishment in broad and

diversified strategic and operational management, including P&L,

supervision and project management in multi industries including:

machining, fabrication, and complex assembly. Demonstrated leadership

abilities utilizing lean and TPS principles to achieve continuous

improvement in key result areas: cost reduction, Supply Chain,

Manufacturing Cycle Time(MCT) reduction, productivity improvement,

manufacturability, part reduction, supplier reduction, facility and

equipment modernization, and capital equipment expenditure control.

Technical degree and experience enhanced by graduate degree in business.

Knowledgeable in, SAP, AutoCAD, Solidworks, Epicor, and Mfg.Pro. Extensive

domestic and international background in the following disciplines:

Supply Chain Management Facilities Engineering Lean, Kaizen, 5S, VSM

MIS Quality (ISO, DOD) Operations Management

Demand Flow/Kanban Program Management Consolidation

Manufacturing Systems Team Leadership New Product Development

EDUCATION

MBA Syracuse University, School of Management (1991) 3.2/4.0 GPA (Earned

at night while working full time)

BSIE Pennsylvania State University (1980)

PROFESSIONAL EXPERIENCE

BROOKS UTILITY PRODUCTS, Canton, OH 8/04-Present

A $200 million global ISO certified manufacturer of electric meter sockets,

test switches, primary metering cabinets, generator transfer switches,

enclosures and security products. A subsidiary of Tyden-Brooks Company.

Position: Director of Operations

Responsibilities: Manage P&L, product engineering, ISO 9000, all

manufacturing operations, materials planning, purchasing, manufacturing

engineering, quality, human resources, operating budgets, safety,

environmental, and facility maintenance. Manage an organization of 90

individuals in a non-union, high mix-low volume/build to order environment.

Processes include electro-mechanical assembly, wire harness mfg, stamping,

enclosure fabrication, robotic welding and forming, state of the art powder

coating, and packaging. Mfg to NEMA, ANSI, UL and other codes. Lean Mfg

principles including 5S, VSM, and TPS utilized.

Accomplishments:

. Accessed, proposed and integrated 3rd party and in-house developed

software to existing ERP system to drive mfg excellence.

. 40% Cost reduction achieved in Powder Coating operations.

. 25% improvement in customer service on-time fill rate. Currently at 96%.

Shipments increased 90% from 2004-2008.

. $300K saved in operating costs from evaluation, proposal, and

implementation of robotic automation.

. 70% improvement in EBITDA.

. Reduced cost of Quality and improved warranty returns by 50%.

. Initiated numerous process and procedural improvements in Product

Engineering and Manufacturing utilizing Kaizen teams.

. Received Patent on new "Elec-Trac" Product Innovation -Ergonomic and

Field Service improvements.

MOEN INCORPORATED, Pine Grove, PA 2000-2003

A $1 billion global manufacturer of faucets, sinks and plumbing

accessories. A subsidiary of Fortune Brands a $5 billion conglomerate.

Position: Plant Manager

Responsibilities: Responsible for P&L and all manufacturing operations,

materials planning, manufacturing engineering, quality, human resources,

operating budgets, safety, and facility maintenance for the Pine Grove

Facility. Manage an organization of 55 individuals, 45 of which are

unionized production and maintenance employees. Control annual budget of

$8.2M including capital. Direct all Toyota Production System/Lean

initiatives. Processes included finishing, deep draw, emboss, stamp,

welding, painting, ultrasonic wash, decoil, shear, assembly, packaging and

robotics.

Accomplishments:

. 230% increase in Operating Cash Contribution from 2001 to 2003.

. 105% increase in shipments from 2001 to 2003.

. 30% improvement in customer service Fill Rate in 4 months. Currently at

95%

. Sponsored Pine Grove Facilities 1st ever Kaizen, Value Stream Mapping,

and 5S events.

. $500K saved in 14 months by reducing processing costs utilizing new

innovative technology.

. 75% lead time reduction for annealed product completed in 6 months.

. Achieved Cost of Quality reductions from over 6.9% to 4.5% of COGS in 3

years.

. Received 2002 Small Plant Award within Moen for Safety and Environmental

excellence.

. Successfully negotiated a new 3 year contract with United Steelworkers of

America in 1 week.

. Introduced new innovative patent pending undercoating. Trademark "Sound

Shield" incorporated.

DANIEL T. BERTOVICH

Page Two

INGERSOLL- RAND, TOOL & HOIST DIVISION, Annandale, NJ 1981-2000

A $9 billion global manufacturer of construction and mining equipment, air

compressors, power tools, architectural hardware, bearings, and temperature

and environmental transportation systems.

Position: Manufacturing Program Manager - Business Development Center

1996-2000

Responsibilities: In charge of industrialization of $10 million in sales

new product development, design for manufacturability, and product

transfers between global facilities. Led product development "Voice of the

Customer" worldwide market surveys, "Fusion of Technology" workshops, and

assisted in new product proposal justifications. Directed $2.8 million

capital expenditure for support of new product. Directed product/facility

rationalization. Assumed Procurement function for nine months

Accomplishments:

. Led development of new product industrialization process and design/build

of Greenfield business development center.

. 30% standard cost reduction, 55% MCT reduction, 24% part reduction and

supplier reduction of 10%.

. Four brands with 1,100 parts in 4 facilities worldwide reduced to three

brands with 300 parts in 1 facility.

. 58% Reduction in supplier base from 147 to 61.

. Developed Access procurement system resulting in significant time

reductions in procurement process.

. 75% cost reduction by use of E-coating as replacement for powder coating.

. $2 million in annual savings. 30% reduction in DFM/A score.

INGERSOLL-RAND, TOOL & HOIST DIVISION, Athens, PA

Position: Focused Factory Process Owner - Machining Factory 1993-

1996

Responsibilities: Managed an organization of 160 individuals, 140 of which

were production and maintenance employees. Control annual $20 million

expense budget. Responsible for all precision machining operations,

materials planning, manufacturing engineering, heat treat, quality, human

resources, operating budgets, safety, and equipment maintenance for the

Machining Focused Factory of a $180 million plus sales plant. Processes

included CNC machining, gear cutting, honing, CNC grinding, heat treat,

powder coating, broaching, plastic injection molding, assembly, packaging.

Accomplishments:

. Achieved highest sales in ten years ; reduced backlogs by 35% through

Toyota Production System organizational restructuring.

. Implemented Visual Workplace controls, Demand Flow, Kanban Pull Systems

and Continuous Flow Mfg.

. 50% reduction in MCT through use of a "One Piece Flow" Kaizen.

. 40% setup reduction via a "setup reduction" Kaizen Team.

. 90% reduction in tooling suppliers (20 to 2) and implemented Kanban

replenishment by suppliers for tooling.

. 23% reduction in scrap costs by modernizing Heat Treat Departments Black

Oxide System.

. 50% setup reduction by implementing "Point of Use Tooling" System.

. Personally developed bar code ready tool management system in MS Access.

. Participated in and supported ISO 9000 accreditation activities.

. 10% increase in Productivity, overtime reduced 10%, PPM scrap reduced

50%.

INGERSOLL-RAND, TOOL & HOIST DIVISION, Athens, PA

Position: Manager Manufacturing Technology 1981-1993

Responsibilities: Managed an organization of 25 professional employees.

Direct reports were 1 plant engineer, 2 supervisors, and 1 advanced

manufacturing technology manager, 1 technical assistant. Managed $24

million "Master Plan" Project, an eight year modernization program

involving facility upgrades, 2 product cells and 16 component cells.

Managed a $4-5 million annual Capital Equipment Program.

Accomplishments:

. 7% reduction in cost of sales (67% to 60%) by implementing "Lean"

cellular manufacturing.

. $14 Million inventory reduction via Master Plan modernization program.

($27.8M to $13.8M)

. 200% improvement in inventory turns by reducing lead times. Turns

improved from 2 to 6.

. Supported introduction of new MRP, routing, shop floor control, and

capacity planning systems.

. 50% capacity increase, 35% cost reduction by implementing fully automated

machining line.

. Directed the production of an informational video used for communication

and recruitment.

. Zero setup changeover time achieved by installation of a new multi-color

powder coat system. .

. Visited suppliers in Hiroshima, Kawasaki, and Yokohama, to review

Japanese suppliers' manufacturing process technology, manufacturing

strategies and quality methodologies.

. Promoted 5 times in 10 years

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