Sales Customer Service

Resume: Laurence G. Gustafson, **** Egress

Lane Lean Sensei, CLSSS,

New Port Richey, FL 34653

Six Sigma Green Belt, CSSGB

Home 727-***-****

Cell 512-***-****

Email: ********@*******.***

OPERATIONS MANAGEMENT

A results oriented professional with an outstanding record of value-added

cost reductions and profitable revenue generation. From demand through

supply, proficient throughout cross-functional areas in manufacturing,

distribution, and service organizations utilizing multiple management

disciplines such as Lean Six Sigma and APICS principles.

CORE COMPETENCIES

Forecasting * Sales & Operations Planning Process * Demand & Supply Chain

Mgmt.

Lean Six Sigma Project Mgmt * Strategic Business Planning * Inventory Mgmt.

Budgeting / Financial Analysis * Production Control * Team Building &

Training

Logistics / Distribution * Policy Development * Operations Consolidation

CAREER TRACK

SCREEN INNOVATIONS CHIEF PRODUCTION OFFICER: 2009-Present

LEAN SIX SIGMA & SIX SIGMA GREEN BELT CERTIFICATIONS: 2008-2009

UBS FINANCIAL ADVISOR: 2006-2007

OPERATIONS MANAGEMENT CONSULTING- PROJECT DIRECTOR: 1999-2006

Synergetics, IMPAC, Kensington Resources

Managed a diverse range of enterprise wide continuous improvement

initiatives resulting in increased customer satisfaction and top-to-bottom

line results.

. Xantrex Electronics- Reorganized Distribution through a third party

logistics provider leading to over $700,000 direct cost savings by

changing pricing models, reorganizing storage, inventory, ATP

integrity, forecasting to family, and implementing best practices in

distribution activities. Installed management reporting systems

allowing Xantrex to closely monitor California distribution operations

from British Columbia.

. Steris Corp (medical & scientific equipment)- Within 12 months,

realized inventory reductions of over $13,000,000, and a 15% increase

in plant throughput; both leading to an increase in cash flow of

$30,000,000. Changed the manufacturing and marketing strategy from

"make to stock" to "assemble to order". Concurrently: implemented

Sales & Operations Planning Process; instituted product

rationalization program (installed planning bills, lean flow);

integrated global planning; leading to simplified sales process

(forecasting, field sales, order entry, RFP), forecast accuracy,

standardization, reductions in inventory, overtime, lead times,

customer returns, and facility requirements.

. VonHoffman Graphics- Tracking "best in class" industry metrics with

weekly savings of over $125,000 in paper waste reduction and

cumulative savings of over $6,000,000. Implemented methods for "make

ready" and "run" waste reductions through process improvement teams,

management operating system, management training and coaching,

steering and maintenance committees, and key metric reporting. (17

press, 8 bindery)

. EFTC/SUNN (Electronics Manufacturer)- Orchestrated a wide range of

supply chain process improvements contributing to the first plant

installation advancing to best performance in productivity,

throughput, timely ship rates, and inventory levels. Reorganized

program management, planning, scheduling and purchasing roles and

responsibilities; corrected improper use of Oracle based MPS/MRP

planning and purchasing tools reducing excessive schedule changes and

buyer/planner messages by over 50%, leading to a corresponding

reduction in WIP, increase in inventory accuracy and on-time

shipments. This project was repeated at other plants, and as a

component of a larger initiative, contributed to the company's

turnaround with an increase of operating profits of $8,300,000.

. Vitality (Juice & Beverage Processor)- Implemented dynamic statistical

forecasting methods allowing level loading of master planning,

scheduling and production. This increased the utilization of

processing tanks, filling lines and staff by 40% while eliminating

expiring shelf dated inventory in a high mix/short demand cycle

processing environment. On-time shipments increased to 99.5% without

expedite activity.

. Other Projects: Third Party Logistics and Customs Broker- $1.6 million

savings from process changes to SG&A and operations. Meat Processing,

Software Development.

VICE PRESIDENT of OPERATIONS

1998-1999

DISPLAYS, DISPLAYS, DISPLAYS, INC.

Responsible for production, scheduling, purchasing, engineering, shipping,

receiving and customer service for this top 25 Architectural Point-of-

Purchase display manufacturer. Clients include Calvin Klein, Polo and Pier

1 Imports. Working closely with department managers and staff, we crafted

effective process improvements and new processes that streamlined

operations and administrative processes while increasing customer service

levels and market share.

. Reduced document payables cycle from 3 weeks to same day leading to

improved vendor relations, cash management and materials tracking.

. Increased plant functionality by over 30%, increased principal (CNC

)machinery and operator productivity by over 35%, leading to a

reduction in OT by over 60%. Coached and trained floor supervisors in

lean principals and methods. Implemented single piece flow in final

assembly, maintenance planning and a variety of plant visual and

quality controls to manage material flow and inventory. Communication

and team work cross-functionally was enhanced substantially with

daily/weekly production and project management meetings, management

training, installing an inter-facility communication system, project

management tools and safety practices.

. Avoided organized labor initiative.

. Increased receivables as a percent of sales by 10% and reduced aging

receivables from an average of 75 days to less than 40.

OPERATIONS MANAGEMENT CONSULTING- PROJECT DIRECTOR 1994-1998

IMPAC Integrated Systems, Inc.

Worked directly with clients to design and implement management operating

systems, while concurrently integrating process improvements and management

training. Directed and managed stakeholder relations, project phases and

deliverables.

. Bertch Cabinet (catalogue & custom kitchen and bath cabinets)-

Developed a rework reduction process saving over $1,500,000 in direct

and carrying costs for this top five cabinet manufacturer. Reduced

total lead time by 4-5 days, reduced WIP 20%, and reduced overtime

expenses for 2 production and 3 assembly facilities by 50%.

. ThermaTru (Exterior Door & Window Manufacture & Distribution)- Turned

around lagging product sales for this industry leader through the

installation of a sales management operating system, monthly Sales &

Operations Planning Process, and training to management and territory

managers. Sales increased by over 300% for their highest margin

product family within one month of installation, sustaining record

sales volume and margins thereafter.

. Other Projects & Analysis- Food Processing, Government and Private

Sector Software, Video Screen Manufacturer, Chemical, Carpet, Medical

Device, Tubing, Plastic Processing, Trucking, Hospitals, Beverage

Distribution.

Previous Positions: Registered Representative / Financial Advisor

EDUCATION

Bachelor of Science in Business Administration & Economics

University of North Carolina

Greensboro, NC

Lean Six Sigma & Six Sigma Green Belt Certification

Villanova University

Supply Chain Management & Master Planning of Resources

APICS- Educational Society for Resource Management (CPIM Curriculum)

Excellent References Available Upon Request

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