Customer Service Manufacturing

Manufacturing Manager

Cross-Functional Leadership ( Quality Performance ( Productivity

Improvement

Results & detailed oriented, self-motivated manufacturing leader with over

** ***** ** ********ce leading diverse teams to new levels of success in a

variety of highly competitive environments. Strong management

qualifications in strategic planning, manufacturing, business unit

development, lean manufacturing implementation, product and project

management and system engineering strategies. Participative leadership

style with excellent skills in cross-functional team building, quality

performance and productivity improvement.

Professional Experience

Eggrock, Littleton, MA 2009-

2010(Temporary/Contract Position)

Operations Manager,

Direct Reports - 63 - 1 Shift Supervisors, 2 Mechanical

Engineers, 1- Quality Engineer, 1 Warehouse Manager, 58 Operators

. Responsible for all manufacturing operations.

. Provides guidance and leadership to all plant personnel.

Supervises, motivates and directs employees to obtain optimal

productivity.

. Ensures effective staffing, training, development of the

organization as well as develops succession plans for future

growth and stability.

. Responds to production problems and pursues / implements

remedies to such problems.

. Develops, manages and tracks operational metrics for the plant.

. Responsible for overseeing Quality Assurance and Quality Control

to ensure compliance.

. Ensures adherence and compliance with all company policies,

procedures and practices of all plant personnel.

Highlights

> Provides guidance and leadership to all plant personnel.

Supervises, motivates and directs employees to obtain optimal

productivity. My goal in this position was to improve the

manufacturing process by implementing lean manufacturing

principles in their assembly line process. I was able to

establish basic lean manufacturing principals to the team.

Empowered the operator, Establishment 5s & Kanban. Had

multiple Kaizen events

> We looked at work flow and did basic line balancing with the

use of sub-assemblies and labor variations. In the end we had

had the line balanced for one piece flow at each station. At

the end of the 3 months we improved daily production from 2

units per day to 14 units per day. We increased labor

efficiency and utilization by 40% and driving down unit cost

by 18%.

Medtronic, Danvers, MA 1998 -

2008

Manufacturing Manager Extrusion Department, 2005 - 2008

Direct Reports - 71 - 2 Shift Supervisors, 5 Engineers, 4

Technicians, 63 Operators

. Responsible for all financial requirements of the department.

Established annual budgets, Capital investments, Labor and

Material cost, P&L, COGS, Operating Profit and Expenses

. Led the analysis, the growth and the development of new

production in excess of $15 million.

. Supervised all aspects of transfer of various manufacturing

processes from internal and external customers.

. Responsible for Manufacturing side of the development of new and

existing products meeting all manufacturing standards. Partnered

with the R&D department and Product Transfer teams to ensure all

GMP requirements were satisfied before manufacturing start up.

. Responsible for communication and management of organizational

objectives to the Directors of Operation, Quality and Supply

Chain, peers and direct employees for both internal and external

customers as well as compliance to GMP policies and regulations.

. Implemented additional Lean Manufacturing principles and Six

Sigma strategies, resulting in significant operational

improvements and increases in capacity.

. Revamped employee business practice and culture through positive

team training and motivation.

. Initiated an ongoing future business plan to augment unit's

knowledge and technology base, used as basis for future business

acquisitions.

Highlights

> Created a vision for an organization that lacked a plan for

the future. Implemented a system to monitor and guide the

organization in achieving its goals. Initiated an ongoing

future business plan to augment unit's knowledge and

technology base, used as basis for future business

acquisitions. Led the analysis, the growth and the development

of new production in excess of $15 million annually for the

department, over 800% annual financial improvement and

additional growth in the business unit of 43%.

> Interfaced with peers for the development and implementation

of Lean/ Six Sigma projects that would impact all business

units, customer service and increase net profits. Led or

participated in team that impacted the following:

Manufacturing, Supply Chain, Vendors quality & requirements,

R&D, Quality, Distribution and Finance. The result was 68%

over all reduction in complaints, quality losses and

obsolescence or $80 million in annual cost savings directly

related to these projects.

> Championed for business growth and stability. Proactive and

strategically lobbied for research and development while

finding the best avenues for growth within the business.

Increases profitability, knowledge and skills of the site and

workforce as well offered option for continuous growth in the

future. Responsible for Manufacturing side of the development

of new and existing products meeting all manufacturing

standards. Partnered with the R&D department and Product

Transfer teams to ensure all GMP requirements were satisfied

before manufacturing start up. Supervised all aspects of

transfer of various manufacturing processes from internal and

external customers.

> Responsible for communication and management of organizational

objectives to the Directors of Operation, Quality and Supply

Chain, peers and direct employees for both internal and

external customers as well as compliance to GMP policies and

regulations.

> As a Lean process champion I implemented additional Lean

Manufacturing principles and Six Sigma strategies, resulting

in significant operational improvements and increases in

capacity. Supervisor of lean based, high capacity

manufacturing of extruded and assembly processes. Researched

and analyzed the business flow. Mapped out the processes using

value stream mapping and process mapping. Created a system of

management that would react to business needs with the use of

Lean manufacturing, Six Sigma, Process Monitoring and the

creation of a Manufacturing Dash Board. Consolidating

equipment uses and best practices created the opportunity for

increased quality levels, quicker responses to the customer,

reduction in cost and addition growth potential. Yield

improvement of 44%, a 42% capacity improvement, cost saving of

$10.4 million annually and 3 new additional product lines.

> Revamped employee business practice and culture through

positive team training and motivation. Spearheaded change

through setting positive benchmarks for the business unit,

then developing a culture that will react and succeed to a

changing customer demand environment. Empowered team members

to affect success. Net result of $16.4 million annually in

profits.

Production Supervisor / Cell Coach, Extrusion Department, 2001 - 2005

Direct Reports - 38- 2 Technicians, 36 Operators

. Supervisory responsibility for Plastic technology, assembly, sub-

assembly, manufacturing and packaging departments.

. Lead person on all departmental quality and safety issues,

proactively and reactively.

. Interacted with cross-functional groups and research &

development teams to determine and direct quality improvements

and maximize innovation.

. Optimized service & established goals through use of lean

practices.

. Developed employee talent pool to create high performing, self-

reliant teams; encouraged team participation and tracked goal

achievement.

Highlights

> Supervisory responsibility for Plastic technology, assembly, sub-

assembly, manufacturing and packaging departments. Handling the

daily production responsibility of the area. These were

continuously monitored by a systems developed during the

implementation of SAP. As an SAP trainer I had the first hand

knowledge that the system could be used to develop real time

reports to manage production. Working with IT, I developed

reports that updated the following real time: Yields, Output,

Material Uses, Customer Service and Inventory control. These

system made the department more pro-active to issues and reduced

the impact of issues.

> Interacted with cross-functional groups and research &

development teams to determine and direct quality improvements

and maximize innovation. This is the development of constraint

management and lean manufacturing. As a part of a cross

functional team we were able to utilize the theory of constraint

to analyzes the entire process flow of manufacturing. We

determined bottlenecks in the whole process as well as

bottleneck in each department. This project set the stage for 16

separate lean projects. My personal best in this position was a

reduction in WIP and raw material inventory of $1.8 million. I

developed 5s, Kanban, output boards, cycle counts and

established cellular manufacturing in the area.

> Optimized customer service through use of lean practices. With

the reduction of WIP within the system, we were able to improve

the cycle time and inventory turns. Our cycle time went from 90

days to 14 days. Since we were making more product real time

instead using stage product, the quality level of our product

improved and complaint levels dropped for quality and stock out

issues.

> Developed employee talent pool to create high performing, self-

reliant teams; encouraged team participation and tracked goal

achievement. When teaching Lean manufacturing to my employees, I

found a common bond with them at work. Growing through the

organization I heard the complaints that know one listens to

ideas that the operator had. I was determined to use this to my

advantage. Lean offered them this platform of change and

ownership of their work area. Starting with 5s and allowing them

to own their workstations, working with them to implement their

ideas for improvements. Using Kaizen events to remove the

clutter and create a clean simplified work station. Listening

also opened communication between all parties in the department

and created this empowered workforce that had ownership of the

processes. These discussions created more process improvements

and reduced downtime and yield losses in the future.

Manufacturing Technician, Extrusion Department, 1998 - 2001

. Supported daily manufacturing functions. Worked with the operator

to improve the start up time and work through and issue that may

arise during the daily production runs. Then informing management

and engineering of the issues. Keeping track of the issues and

speaking engineering and management finding the best way possible

for improving on issues. Seeking out technical advice to relay to

the operator ease of start up and removal of issue.

. Assisted engineering with new product development. Worked on

product development in the production and R&D runs. Performed the

quality inspection to meet requirements. Part of a engineering

team that developed and implemented SPC throughout our processes,

calculating alarm limits, writing spec and training the operators

on all developed processes and tests.

. Maintained proper inventory level to ensure no impact to

production. First experiences with Kanban, used this for tooling

and spare part inventory. Determining quantities based on lead

time for replacement and wear and tear. Also first use of 5s and

visual factory in establishing station and color codes system for

all tooling and spare part inventories.

. Performed equipment maintenance, effectively planning around

production and R&D schedules. In the maintenance and equipment

portion of my responsibilities I was taught the value of OEE and

TPM. At this phase I was beginning to track and monitor equipment

uptime. I became aware of capacity, utilization of equipment and

scheduling of downtime for PM.

C.R. Bard, Billerica, MA 1996-

1998

Manufacturing Operator,

. Supported daily production requirements as a assembly operator

. Worked as an injection molding operator- able to relay out the

work station for additional volume on the equipment. This was by

reducing waste in movement and setting up the station for ease of

use. Removed non value added task and motion was able to increase

production from 500 piece per shift to 4200 per shift,

. Perform quality inspections on product improved lighting and the

way the product was being inspected. Before the operator would

complete the production run sit down and then inspect their work.

I changed it to during the next machine cycle. This change give

us close to real time quality inspection of the product that was

run the cycle before. It reduced yield loss since we were able to

stop the machine in making continuous out of spec pieces. We

utilized the labor and equipment to create more volume and

capacity.

. Performed equipment setup and change over when needed

Champion Construction, Staten Island, NY

1992- 1996

Carpenter/Laborer,

. Perform construction labor tasks- Moving supplies, moving tools,

moving equipment, operated heavy equipment and tooling.

. Perform carpenter tasks- Building and framing, cutting and

assembling molding and woodwork, sheetrock, sanding and painting

. Perform basic electrical and plumbing tasks- running electrical

lines, assembling and mounting electrical fixtures, cutting,

soldering and welding water pipe, threading gas pipe. Assembling

and mounting sinks, tubs, toilets and fixtures.

. Trained and performed Lead abatement- the encapsulation,

quarantining and removal of Lead based paints and products from

homes, offices, etc.

Additional Experience

Mainstream Sports, Staten Island, NY, Sports Novelty Store Owner,

1992-1994

Ground Round, Staten Island, NY, Restaurant Manager, Bartender, Cook,

1988-1994

Sears & Roebucks, Staten Island, NY, Sales/ Stock person 1985-1988

Military

U.S. Army, FT Riley, KS -94B Food Service Specialist, Rank E4, 1983-

1985

Education

Endicott College, Beverly, MA -Master of Business Administration, GPA

3.9, 2006-2008

Endicott College, Beverly, MA -Bachelor of Business Administration,

GPA 3.9, 2002-2005

Wagner College, Staten Island, NY- Associates in Liberal Arts, GPA

2.7, 1985-1988

Certifications

Six Sigma Green Belt

Lean Enterprise

Six Sigma Process Improvement

Corporate Institute of Project Management

Theory of Constraints

Auditing for GMP Compliance

Problem Solving and Corrective Action Using 8D

OSHA Compliance

Skills

FDA/GMP regulated environment Experience /Quality System Management

Lean Manufacturing / Six Sigma/ DMAIC

Theory of Constraint/Kaizen Events/Kanban/5S/Andon Lights

Process Monitoring/Process Mapping/ Value Steam Mapping

Plastic's Manufacturing/ Extrusion & Injection Molding

Problem Analysis & Resolution

Team Leadership / Building

Program / Project Planning & Execution

Change Management/ Continuous Improvement

Budget Development and Management

Client Relationships / Customer Service

Proficient in MS Excel/ Word/ PowerPoint and ERP systems(SAP)

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