Sales Manager

Daniel J. Durain

* ******** **** **********, ** *1920

217-***-**** (Home) / 217-***-**** (Cell) or Email - ********@*****.***

Professional Profile: Experienced, hands-on Production Control Senior Manager. Proficient in both start-up and established

operations. Well-versed with industry best practice initiatives including lean manufacturing, kaizen and just-in-time. Diverse

background includes broad experience and knowledge in the areas of operations, capacity planning, materials planning, inventory

control and logistics for the automotive industry.

Work Experience:

HELP LOGISTICS, INC. Anderson, IN 2008 – Present

Regional Sales Manager

Responsible for establishing new customers and broadening market segments for this non-asset based logistics broker specializing in

expedited freight movements.

Manage current Mid-West customer base with annual sales revenues of over $2 million dollars. Devising aggressive strategies

for the Sales Team to prospect sales leads and secure additional clients.

Collaborating with the General Manager of Operations to strengthen our qualified carrier base to include specialized equipment

in order to provide an expanded menu of transportation solutions.

Exploring opportunities to expand value added services to our customers, such as providing Internet access to monitor freight

movements and customized Key Performance Indicator (KPI) reports.

NORTH AMERICAN LIGHTING, INC. Paris, IL 2005 – 2008

General Manager - Production Control

Directed all Production Control functions for a Tier 1 automotive lighting supplier operating four (4) manufacturing sites with

combined annual sales in excess of $500 million. Responsible for Corporate level functions for Production Planning, Industrial

Engineering, Packaging Engineering, Logistics and Customer Service. Strong dotted line responsibility for all plant level Production

Control and Warehouse teams with core functions of scheduling, material releases, inventory control, shipping and receiving.

Conducted the semi -annual “Business Planning Review “process to evaluate budgeted and existing internal equipment, space

and labor requirements for a five (5) year planning horizon in accordance to our Sales forecast. Presented recommendations to

Executive Management in order to receive consensus agreement for future business allocation by plant and supporting capital

investment if necessary.

Accountable for the preservation and continuous implementation of the Toyota Production System (TPS) within the Production

Control organization. Provided leadership and training to recognize non-compliant trends and to utilize problem solving

techniques and kaizen skills. Supported the manufacturing sites by providing resources to indentify improvement opportunities

and to lead or support kaizen events. Major accomplishments include: installation of an automated production tracking system,

standardized material handling of purchased component parts by integrating Automatic Guided Vehicle (AGV) technology and

the development of a finished goods shipping visual control board for the warehouse departments.

Responsible for evaluating and developing corporate-wide inventory control standards. Served as the Project Leader for

coordinating efforts to align inventory levels to the established days-on–hand targets. FY08 had measurable benefits versus

FY07 with increased inventory turns, improved overall physical inventory accuracy and reduced obsolete material. Average total

inventory dollars were reduced $625K/month (5.7%) for FY08.

Performed monthly inbound freight cost analysis. Reviewed all dedicated milk run routes, LTL and expedited freight shipments

to improve resource utilization and determine alternative processes. FY08 efforts resulted in real savings of over $900K out of

an annual budget of $10 million.

Managed staff responsibilities for ERP data inputs for forecasted customer requirements, daily production schedules, material

releases, inventory adjustments, bill of material routings, engineering change notifications, machine loads and rates, etc.

Compiled data and distributed summary report for management review meetings.

Organized weekly activity plans for the Industrial & Packaging Engineers for purposes of supporting of new program launches

at the Plant level. Cycle times, labor allocation, work cell walk patterns, material conveyance, internal and finished goods

packaging were the main focus points.

VANGUARD NATIONAL TRAILER CORPORATION Monon, IN 2003 – 2005

Director of Production Control and Quality Assurance

Organized start-up operations for dry freight van production in the Production Planning, Material Control, and Quality Assurance

Departments. Successfully launched new ERP control system in the areas of work order scheduling, material consumption, Material

Replenishment Planning (MRP), and the recording of quality performance data. Additional responsibilities:

Chaired weekly “Sales, Inventory and Operating Plan” (SIOP) meeting. Consulted with sales, production, and purchasing

groups to develop comprehensive Production Schedule taking into consideration customer priority, delivery dates,

manufacturing efficiencies, and material availability.

Daniel J. Durain 217-***-**** or 217-***-**** Page 2

Coordinated import purchased parts requirements. Evaluated and issued weekly purchase orders in accordance to MRP

demand. Controlled import container logistics and unloading schedules.

Structured internal material control flow systems to eliminate waste. Identified opportunities to reduce waste and repetitive

material handling requirements utilizing Kanban, JIT, and VMI systems.

Performed material and labor costing reviews of work orders for purposes of variance measurement analysis. Provide feedback

to Sales and Cost Accounting for selling price adjustments.

Accountable for the development of continuous improvement and lean manufacturing concepts. Established and measured

internal quality indicators. Trained the Manufacturing groups in root-cause analysis and corrective action activities. Improved

first time quality run rate 17% in 11 months.

Supervised three (3) Department Management Heads and oversaw indirect labor headcount requirements.

SUBARU-ISUZU AUTOMOTIVE, INC. Lafayette, IN 1989 – 2002

Manager, Production Control Department (1999 – 2002)

Supported the VP of Manufacturing in achieving cost and productivity objectives within a joint venture environment. Promoted the

company philosophy of continuous improvement and lean manufacturing by formulating annual improvement targets for the

manufacturing sections in the areas labor cost reduction, facility uptime efficiency and on-time delivery achievement

Served as the plant representative for “Sales and Production Committee” semi-annual review meeting with Sales and Marketing

divisions. Performed plant capacity evaluations in relation to planned monthly and annual vehicle volume requests.

Developed the “Master Schedule” for a four (4)-product line facility. Established system standards for work-in-process levels,

daily yield rates, production cycle times, and overtime configurations.

Chaired weekly “Production and Quality” management review meeting. Evaluated internal controls for improved customer

satisfaction. Established the weekly agenda.

Chaired monthly “Cost Reduction” top management review meeting. Organized plant-wide efforts formulating plans to reduce

30% of operating costs over a five (5) year period.

Chaired monthly “Manpower” management review meetings. Reviewed progress of planned man-hour per unit reduction

activities versus authorized labor budget. Prepared summary report.

Manager, Production Scheduling (1994 – 1999)

Managed the activities of twenty-five (25) salaried associates. Specific groups under my direction were Scheduling, Parts Planning,

Information Technology, Industrial Engineering, and OEM Service Parts. Provided the foundation for the organization to prepare

and accomplish section specific activities that supported the overall execution of the “Master Schedule”.

Developed challenging Production Schedule plans that required high productivity performance. Results exceeded the 98.6%

uptime efficiency yearly target in 2001 and 2002.

Provided daily feedback on vehicle completion status. Summarized delays and prioritized repair efforts. Achieved plant target of

98% on-time delivery for three (3) consecutive years.

Organized departmental efforts in establishing documentation and procedures for ISO compliance. Gained recognition as the

first North American automotive assembly plant to achieve certification. .

Led efforts to reduce labor costs 19.6% over a five (5) year span. Introduced new tactics for improving labor costs by focusing

on total man-hour per unit ingredients. Maynard Operation Sequence Technique (MOST) was adopted as the plant standard.

Guided the Information Technology group in the design and integration of a real-time Windows NT vehicle tracking and control

system. Utilized in-house resources to define the hardware architecture, configure the network, create databases and develop

Web pages. Saved over $500K.

Group Leader, Production Scheduling (1991 – 1994)

Supervised nine (9) salaried associates in the Scheduling and Information Technology groups. Primary function was to develop

monthly operational schedules emphasizing cost, productivity and delivery.

Implemented preventative maintenance standards for field equipment managed by the IT group. Saved $40K per year by

reducing the scope of work performed by outside contractors.

Recognized as consistently exceeding expected performance standards. Allowed the early reduction of Parent Company support

personnel.

Staff Associate, Production Scheduling (1989 –1991)

Responsible for the creation of comprehensive vehicle production control plans by making shop operational work-in-process volumes

and cycle times.

Education:

The Pennsylvania State University, University Park, PA – BS in Business Logistics

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