Manager Management

Ray A. Fairman, Jr.

** ************* ***** ( Ormond Beach, Florida

**********@***.*** ( 281-***-****

Operations / Plant Management

Safety Advocate ( Turnaround Operations ( Change Management

Seasoned Production / Operations Management professional with demonstrated

leadership abilities that include creatively addressing operational

problems and devising effective solutions contributing to enhanced

productivity, reduced costs, and optimized manufacturing processes.

Recognized Subject Matter Expert (SME); combine expertise in strategic

planning, quality control, and organizational leadership with strong

qualifications in production control, lean manufacturing, and operations

management. Repeated success developing effective standardized policies and

systems to control and improve key operational areas. Talent for building

and maintaining positive relationships that drive performance levels,

improve productivity, and realize positive results to the bottom line.

CORE COMPETENCIES

PROJECT MANAGEMENT Production Improvements Budgeting / P&L Management

Six Sigma Methodologies ISO 9000 Compliance

Strategic Planning Quality Systems & Controls Lean Manufacturing

Team Building & Leadership

Professional Experience

ZOOM EXECUTIVE BUSINESS CONSULTANTS - HOUSTON, TEXAS 2008 TO PRESENT

President

Provide leadership and consultancy services regarding business management

and operations. Interact extensively with diverse client base to determine

specific business needs; analyze existing operations, develop customized

solutions, and offer recommendations focused on achieving objectives.

Develop and implement standardized policies and procedures, ensuring

optimal operations and productivity. Manage various administrative tasks

including sales and marketing activities; aggressively prospect for new

business opportunities. Key Achievements:

> Introduced several key initiatives that enhanced existing operational

processes; realized a productivity increase by an average of 26% for

clientele.

> Upgraded computer systems and accounting software, which substantially

improved business and administrative operations.

> Implemented Six Sigma strategies, Lean Manufacturing principles, and

Quality Assurance practices in order to achieve more efficient and

effective workflows.

DOMINO SUGAR - Baltimore, Maryland 2006 to 2007 / 2008

Production Manager

Directed all aspects of daily operations for one of the largest packaging

businesses in North America; planned and coordinated workflow, allocated

resources, and resolved operational issues in order to meet production

demands. Developed and administered $15M operational budget; identified

areas to reduce waste, eliminate expenditures, and reduce production costs.

Interacted extensively with personnel; ensured standards were sustained and

critical function process parameters were measured / controlled to achieve

quality levels. Supervised team of 465 personnel across various key

departments including Processing, Production, Warehouse, Shipping, Empty

Packaging, Maintenance, Engineering, Safety, Environmental, Quality, Human

Resources, Supply Chain, and Finance. Key Achievements:

> Successfully rebuilt and transitioned organizational culture;

implemented personal accountability and strategic operational

initiatives, which generated a 10% increase in efficiencies and

productivity.

> Increased packaged sugar production from 2.8 to 4.2 million

pounds/day, thereby attaining customer demands and increasing sales

revenue; efforts aided in securing business back from subcontractors.

C&H SUGAR (acquired by Domino Sugar) - Crockett, California 2007 to 2008

Assistant Refinery Manager

Accepted this interim turnaround leadership assignment to transition this

underperforming manufacturing facility into a thriving operation. Oversaw

all aspects of plant operations, ensuring optimal staffing levels and

timely delivery of products. Streamlined operations by eliminating non-

value activities; allocated resources, managed inventory, and instituted

overhead reductions. Directed 465 personnel across 13 departments. Key

Achievements:

> Championed the successful transition of this previously struggling

plant facility; improved performance an average of 33%, and increased

per-day shipment from 80 to 120 trucks.

> Strengthened management and union relationships while enhancing

productivity levels in every department; developed joint safety

committee and facilitated cross-functional conflict resolution

meetings, which successfully eliminated grievances from an average of

20 per month to zero for 6-month period.

JOHNS-MANVILLE - Winder, Georgia 2004 to 2006

Plant Superintendent

Held complete oversight for revitalization of operations for this $173M

facility; introduced operational enhancements focused on improving

efficiencies, drive productivity levels, and reduce costs through Lean

Manufacturing techniques. Established performance targets, conducted

forecasting activities, and incorporated financial controls. Planned,

coordinated, and monitored engineering, maintenance, and quality control,

ensuring consistent quality for multiple product lines. Supervised

management team of 22, directing 300 union employees. Key Achievements:

> Defined critical business metrics and strategies; led development and

execution of ISO 9001 certification program, which facilitated

efficient use of materials and increased productivity.

> Increased profits from $6M in 2003 to $24M in 2004, and from $50M in

2005 to $68M in 2006.

> Recognized for outstanding contributions; presented award for

Operations Excellence for Plant Turnaround from the Vice President of

Manufacturing.

GAF MATERIALS CORPORATION - Tampa, Florida 2003 to 2004

Operations Manager

Managed all facets of operational management; provided industry expertise

and leadership in order to facilitate attainment of business-critical

objectives. Developed and implemented action plans to meet production,

engineering and maintenance goals within this $71M plant with 105 unionized

personnel. Identified and resolved various internal control/ quality

issues. Key Achievement:

> Spearheaded initiative to implement new management operating systems;

efforts realized significantly improved productivity, defined

expectations, and enhanced communication organizational-wide.

OWENS CORNING - Anderson, South Carolina 2002 to 2003

Operations Leader

Recruited to develop and lead aggressive change management plan; instituted

several key initiatives that enhanced productivity, maximized resources,

and drove improvements for this $80M union fiberglass facility. Conducted

in-depth financial analysis; established business objectives with full

accountability for P&L performance. Supervised 140 union personnel;

provided leadership and training that enhanced productivity. Key

Achievement:

> Strengthened Six Sigma methodologies and Lean Manufacturing practices,

which substantially decreased waste and improved efficiencies 25% in a

3-month period.

~ Early experience included Production Manager (Sonoco Global Packaging

Company - Henderson, KY), and Branch Oversight Manager (Brown & Williamson

Tobacco Corporation - Lancaster, PA) ~

Education and Credentials

MASTER OF ARTS IN ORGANIZATIONAL MANAGEMENT - UNIVERSITY OF PHOENIX (2000)

Bachelor of Arts in General Arts & Sciences - PENNSYLVANIA STATE UNIVERSITY

(1991)

Six Sigma Black Belt ~ ISO 9000 Certified Auditor ~ Business Analyst

Certificate through IPA

Professional Development

TEAM BUILDING ~ CONFLICT RESOLUTION ~ KEPNER TREGOE PROBLEM SOLVING ~

PRODUCTION MANAGEMENT ~ FOOD SAFETY

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