Manager Sales
Resume:
John Sanzone
Old Hickory, TN 37138
Home - 615-***-****
Cell - 248-***-****
abmy4i@r.postjobfree.com
Professional Profile
A hands-on manufacturing executive with 38 years of experience working with
multi-plant operations utilizing varied and diverse manufacturing
processes. I have turnaround several operations using continuous
improvement, LEAN Manufacturing, team building, and organizational
development techniques. Under my direction and leadership two
manufacturing plants in my group were selected by Industry Week magazine as
2002 Best Plant award winners. I have solid knowledge and experience with
ISO9001, QS-9000, TS16949, engineering change management, certified six-
sigma sensei, advanced product quality planning, program management and
full P&L responsibility.
Professional Experience
June 2008- Present President - Old Hickory Consulting Group, LLC
Working in the Home Health Industry and Automotive
sector, specializing in implementing financial and
operating system to drive bottom line results using "Lean
Thinking".
2005 - April 2008
Waterbury Companies, Waterbury, CT - A manufacturer and
distributor of aerosol products.
Vice President of Operations
Reported directly to the CEO and have a personal (6
figure) equity position with the company.
Reduced the landed cost of purchased material by 30%.
Implemented reduction initiatives that achieved $ 1.1mm
in annualized savings.
Reduced inventory by 20% outside warehousing
requirements.
Launched several new products and process revisions on
time and at budget.
1999 - 2004 Collins & Aikman Corporation (formerly Textron Automotive
Company)
Troy, Michigan - A tier I supplier of automotive interior
trim components, instrument panels, and exterior fascias.
Customer base includes national and international
automobile manufacturers.
Vice President of Operations
Reported directly to the President of the division. Have
full P&L responsibility for eight
Manufacturing locations with total annual sales of $650M.
Turned around two plants with negative EBITDA making them
profitable in 14 months.
Went over three million work hours with no recordable
injuries.
Plants within my group were recognized as the best
supplier of interior components by Ford Motor Company.
Two plants were removed from Ford Q1 probation.
Developed successful strategies to remove one plant from
both GM and Toyota new business hold.
Received Daimler-Chrysler's Diamond Pentastar award for
three consecutive years, a first for any plant receiving
this award from DCX.
Developed and implemented successful financial strategies
within my group to maintain a required level of
profitability during economic down turn in the automotive
industry.
1997 - 1999 Rockwell International / Meritor Automotive Company -
Gordonsville, Tennessee - A tier I supplier of window
regulators and other door hardware. Customer base
included both national and international automobile
manufacturers.
General Manager Door Systems
Reported directly to the Vice President of Operations.
Maintained full P&L responsibility for multi-plant
operations in the United States, South America and Mexico
with annual sales of $110M.
Re-engineered the implementation process and achieved
QS-9000 certification within six months and Ford's Q1
rating within one year.
Resume - John Sanzone Rockwell International / Meritor Automotive Company -
Page 2 continued
Developed strong leadership teams in plant operations
that resulted in a reduction of salaried and indirect
labor of 30% and improved financial performance of more
than 115%.
Successfully launched $35M in new business for Ford,
Daimler-Chrysler, Honda Motor Company and Toyota
Manufacturing Company.
Reduced PPM ratings at Ford from 24,000 to 220.
Reduced PPM ratings at Daimler-Chrysler from 3,000 to
less than 100.
Improved delivery performance with Ford from 70% to 95%.
Improved delivery performance with Daimler-Chrysler from
2.9 to 4.45.
Improved division wide inventory turns from an average of
8.5 to an average of 21.0.
Improved profitability by 19.5% in less than 14 months.
1995 - 1997 A.O.Smith Automotive Products Company - Milan, Tennessee
- A tier I supplier of engine cradles, rear axles and
heavy truck components with annual sales of $130M.
Plant Manager
Reported directly to the Executive Vice President of
Operations. Managed a workforce of 600 non-union hourly
associates and professional employees working in the
areas of Engineering, Manufacturing, Quality Assurance,
Human Resources and Finance.
Improved product quality by reducing customer PPM's from
850 to 11 and improving CPK's from 0.90 to 2.6.
Successfully completed a 90-day financial turnaround
plan. This resulted in plant recognition from the
President for meeting established goals within a short
period of time.
Worked with the plant team to develop an organization
that increased profitability by more than $5M in less
than eighteen months.
Received the Daimler-Chrysler Gold Pentastar Award for
quality and service.
Recognized by Toyota Manufacturing Company for
implementation of the Toyota Production System (TPS) on
the 414T program.
1993 - 1995 A.G. Simpson Company Limited - Oshawa, Ontario Canada - A
tier I automotive supplier of bumper systems with annual
sales of $140M measured in United States currency.
General Plant Manager
Reported directly to the President and managed a
workforce of 700 associates represented by the Canadian
Auto Workers union. Also managed professional employees
in the areas of Engineering, Manufacturing, Material,
Quality Assurance, Human Resources and Finance.
Worked with the staff to develop a financial turnaround
plan that stopped plant losses of $3.5M and generated
profit of $500,000 in less than six months.
Worked with representatives from Daimler-Chrysler
Corporation to implement Kaizen training processes
throughout the workforce. This resulted in productivity
improvements, reduced scrap, improved downtime, and an
increase in overall equipment utilization.
Reduced overtime by more than 60% while improving
performance by 85%. This resulted in the virtual
elimination of premium freight costs.
Developed a management team that worked to make
continuous improvement part of the plant culture.
1989 - 1993 Taylor - Perma-Door (Masco Industries) - West Branch,
Michigan - A manufacturer and distributor of entry and
garage door systems with annual sales of $115M. Managed
two manufacturing plants, two distribution centers and
400 hourly associates.
Vice President of Operations
Redesigned the product and processes utilizing cellular
manufacturing to produce entry doors. This process
allowed the plant to increase sales from $40M to $70M per
year on this product line.
Resume - John Sanzone Implemented a comprehensive Just-In-Time program which,
Page 3 by combining operations and eliminating non-valued added
processes, reduced WIP inventory by as much as 90 days.
Improved labor efficiency 35% and reduced set-up times
73% by eliminating process bottlenecks and streamlining
manufacturing processes.
Developed and implemented a Total Quality System that
resulted in a 60% increase in product quality and a 25%
reduction in product cost.
Implemented a division wide safety program that included
operator training, increased operational awareness and
equipment modifications to comply with safety standards.
This program helped reduce the reported accident rate by
82% and eliminated MOISHA citations.
1988 - 1989 Batesville Casket Company (A division of Hillenbrand
Industries) - Batesville, Indiana
The largest manufacturer of high-end steel and wooden
caskets with plant sales of $700M.
Plant Manager - Hageman Stamping Facility
Reported directly to the Executive Vice President of
Operations and managed all traditional plant operations.
P&L responsibility with an annual budget of $6M.
Worked with plant management team to develop an
operations plan that resulted in productivity
improvements and cost reductions in excess of 10%.
Initiated a manufacturing and plant capacity program
which reduced straight time and overtime hours per unit
by 66% to 36% respectively.
Improved inventory turns by 50% and raised quality audit
grades from 78% to 94% by eliminating inefficiencies and
reducing set-up time.
1970 - 1988 Carrier Corporation (A Division of United Technologies) -
Syracuse, New York
A manufacturer of commercial and residential air
conditioning systems with sales of $4B.
Engineer / Manager
Over an 18 year period, I held various positions in
Engineering, Maintenance, Material Control and
Manufacturing. I worked in the capacity of Manager of
Manufacturing Development and directed a workforce of 500
union and non-union associates as well as the
professional staff. Additionally, I directed
manufacturing analysis, strategic planning, advanced
technical applications and management development.
Increased delivery performance by 10% through a 30%
product improvement program.
Directed a cost improvement program yielding $3M in
annualized savings.
Reduced salary staff 10% by eliminating one layer of
management while improving overall operational
effectiveness.
Directed productivity teams, which increased compressor
production 30% without adding direct labor or capital
equipment.
Introduced a new line of hermetic compressors meeting the
production out date within 48 hours of target and within
budget by the end of the first month of operation.
Directed the Manufacturing Engineering group which
launched a $22M compressor program.
Implemented the first M.R.P. system within the Carrier
Corporation.
Developed and implemented a skilled trades apprenticeship
training program.
Education
1997 Syracuse University School of Management - M.B.A. Upgrade
1987
1978 Syracuse University School of Management - Executive
1968 M.B.A.
Syracuse University School of Management - B.S. Major -
Marketing; Minor - Operations
Mohawk Valley University College - School of Civil
Engineering - A.A.S.
References Furnished upon request
Contact this candidate