Manager Customer Service

ERNEST HINEGARDNER

***** ****** **** ****: 540-***-****

Fredericksburg, VA 22408 ************@*******.***

QUALIFICATIONS SUMMARY

Organized, results-oriented VP/General Manager with experience and

responsibility for entire business delivery process including sales,

materials, manufacturing, distribution, and ultimately the P&L. Proven

ability to motivate teams and manage conflict. Leader in promoting and

supporting continuous improvement and LEAN initiatives (kaizen, poka-yoke,

5S, and visual factory). Strong team builder. Operated division with

little direction. Entrepreneurial approach to running an operation.

PROFESSIONAL HISTORY

TruTech Doors USA, Inc., Fredericksburg, VA 2009-Present

$50M multi-national manufacturer of exterior door systems.

General Manager

Responsible for start-up and continuing operations for Division including

sales, customer service, engineering, operations, EHS, materials, IT, and

HR.

. Started up operations from asset sale to financial breakeven status in

4 months.

. Established list and net pricing, terms and conditions, technical

manuals, and product samples for sales force.

. Initiated ERP system implementation.

. Developed complete start-up budget for US operation including sales

volume, direct material, direct labor, and variable as well as fixed

overhead.

. Achieved EPA approved operating permit in 5 weeks in contrast to State

of Virginia lead time of 14 weeks.

Therma-Tru Corporation, Fredericksburg, VA 2004-2009

$400M multi-national manufacturer of #1 consumer brand of steel and

fiberglass door systems.

Plant Manager (2007-2009)

Responsible for safety, quality, delivery, productivity, and P&L of non-

union 300 associate facility with 3 separate operations: steel edge doors

and frames, customer displays, and Lowe's products.

. Grew facility from $25M to $75M by consolidating 2 out-of-state plants

into existing plant in Virginia.

. Improved Lowe's COQ ~28% through analysis of customer return data

including Lowe's product specifications, BOM accuracy, raw material

accuracy, and inspection processes.

. Reduced primary plant foot print 32% by reducing raw, WIP, finished

goods, and leaning out operations. Utilized recovered space and

leased additional buildings for total footprint of 200k square feet.

This allowed for plant consolidation of 3 businesses into 1 facility.

. Volunteered to be first plant to implement Behavior-Based Safety

program. Improved recordable rate 42% and DART rate 60%.

. Closed entire operation down 3+ months ahead of schedule and $250K

below budget.

Operations Manager (2005-2007)

Responsible for LEAN initiatives, materials, manufacturing, quality, and

distribution operations in steel door and frame manufacturing plant.

Managed 135 associates on 2 shifts.

. Improved inventory turns ~35% by analyzing the supply chain process.

Developed visual pull system with suppliers, key raw materials, and

manufacturing work stations.

. Improved productivity 25%+ thru kaizen events focused on bottleneck

operations, implementing poka-yoke setup processes, automation, and

flexing labor between work stations as needed.

. Reduced cost of quality ~50% utilizing poka-yoke techniques to improve

setup speed and accuracy, focus on 1st piece changeovers, line

inspection processes, and packing changes.

. Increased on-time shipping performance to 99% while reducing lead

customer lead time from 15 to 10 days by improving material

availability, reducing equipment downtime, and flexing labor.

. Accepted 4 month assignment in UK plant to implement raw material

kanbans, WIP kanbans, and establish manufacturing metrics.

Ernest Hinegardner Page 2

Senior Material Analyst (2004-2005)

Implemented MRP and Scheduling modules for new ERP system.

. Debugged MRP issues for all plants.

. Initiated corporate S&OP process.

. Taught managers to use S&OP process to drive accurate manning and

material planning.

The Campbell Group, Leitchfield, KY 1994-2003

$500M multi-plant ISO 9000 world leader of #1 consumer brand of powered

equipment.

Distribution Manager (2002-2003)

Managed distribution operations of compressor business for power retail

customers. Responsibilities included 3 multi-site DC's, customer service,

operations, engineering, budgeting, and staffing. Managed 90 employees,

24/7 operation.

. Improved complete and on-time delivery to 98%+ by improving inventory

accuracy, performing kaizen events that led to rearranging the

warehouse picking operation to improve accuracy and speed, and

implemented an IBM warehouse bar code system that interfaced with the

new ERP system.

. Directly responsible for $4.5M annual operating budget.

. Evaluated potential for outsourcing West Coast DC to 3PL. Analysis

led to closing West Coast DC and opening 2 new local DCs.

Manufacturing Manager (1998-2002)

Responsible for assembly operations of compressor business including

production, quality, engineering, budgeting, and staffing. Managed 200

employees including team leaders, manufacturing engineers, quality, and

production.

. Improved efficiency and productivity >35% by implementing line

balances and rearranging assembly lines to focus on specific product

lines.

. Reduced line fallout 25% by using SPC techniques on assembly lines.

. Assisted in developing and implementing world-class powder paint

system.

. Key contributor maintaining non-union environment in year-long

campaign from card signing to vote.

Focused Factory Manager (1997-1999)

Charged with assembly, screw machine, and stamping operation for Powerwinch

business including production, quality, materials, budgeting, engineering,

and staffing. Managed 30 employees, including team leaders, quality,

schedulers, planners, manufacturing engineering, and production.

. Increased inventory turns 200% by vertically integrating materials

with operations.

. Improved throughput (cycle time) 33% by reducing changeover time.

. Utilized Sales and Operations Planning (S&OP) process to support

business objectives.

Purchasing Agent (1994-1997)

Purchased raw and component materials for Powerwinch business, plant MRO

supplies, and other commodities.

The Dometic Corporation, Elkhart, IN

1990-1993

$200M appliance and awning manufacturer for the RV industry.

Purchasing/Planning Manager

Responsible for $65M in raw, component, and MRO purchases, service parts

scheduling, raw material inventory, and coordination of material and

planning from concept through final production. Managed four

Buyer/Planners and an MRP Buyer.

Ernest Hinegardner

Page 3

Whirlpool Corporation, St Joseph, MI

1986-1990

$6.5B worldwide major appliance manufacturer.

Buyer

Responsible for supplier selection, purchase contracts, negotiations, and

design reviews for $45M in purchased commodities. Duties included

approving control plans, SPC charts, and X and R charts from suppliers.

Recruited buyers and served as an advisor for MBA students.

Schnippel Construction, Botlkins, OH

1984-1986

$6M commercial construction general contractor.

Purchasing Agent

Responsible for supplier selection of purchase components, supplies,

negotiations, and sub contractors within established budgets. Interpreted

project blueprints and project specifications to source work required.

EDUCATION & TRAINING

MBA, International Business

Indiana University, South Bend, IN

BS, Production & Inventory Management and Procurement and Materials

Management

Bowling Green State University, Bowling Green, OH

Leadership Essentials, Therma-Tru

LEAN Manufacturing Certificate Program, University of Michigan

APICS - Execution and Operations Control

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