TIM ENNIS

*** ********** **, ******* *******, PA 19425

CELL: 610-***-****

abngp6@r.postjobfree.com

Operations Management…Process Control & Improvement… Quality Management

Implementation of SPC Tools…Leveraging Technology…Lean Manufacturing…

Cost Containment…Relationship and Team Building…”Quick Study” Ability…

Six Sigma…Raw Material Research & Improvement…Negotiation…P&L Responsibility

SUMMARY

A discerning Operations/Manufacturing manager with cross-functional ability and a proven

track record of success built around a collaborative style of management and calculated risk

taking. As a team contributor will apply critical thinking with resourceful methodologies to

capture new growth. Levelheaded performance defines a process improvement style that delivers

innovative, yet workable concepts. Maximized throughput and quality utilizing SPC principles

and Six Sigma is the inevitable end result of diverse experience and finely tuned listening,

planning and execution. Direct management of Sales and customer service teams.

AREAS OF EXPERTISE

Process Re-engineering

Problem Resolution

Project Oversight

Team Building/ Leadership

Financial Management/P&L

Communications/Negotiations

Policies/Procedures

Cost Reduction Initiatives

QA/QC

Business/IT

Staff Training/Mentoring

Multi-Site Management

Implementation

Sales & Customer Service

PROFESSIONAL ACCOMPLISHMENTS

Increased the Revenue by 100%; Quality complaints plummeted by 90%. (AGS)

Increased profit margin tenfold; responsible for a 107% increase in gross margin. (WH

Brady, Fort Dearbourne, Quality assured Label)

Improved throughput by 200%, within the manufacturing operation, while

simultaneously decreasing the overhead. This allowed for a fully on-time process that

enhanced overall profitability, schedule and actual delivery. (Fort Dearbourne)

Established a Lean Manufacturing program that allowed for a better focus on throughput

and implementation of Six Sigma and SPC process c ontrols, while simultaneously

ensuring cost containment. (WH Brady, Fort Dearbourne, AGS)

Implemented Finite Schedule and material management and tracking with ERP system .

Managed all aspects of operating business; Finance, HR, HRIS, Production planning and

scheduling, Procurement, Manufacturing as well as Sales Team. (AGS)

Project managed the largest project to date, the implementation of a SAN, Storage Area

Network, for the New Jersey Board of Education. (AimItsolutions)

Established an annual $15 million business by applying Six Sigma and SPC process

controls to build and open a full scale, $25 million, Packaging manufacturing facility with

a heavy reliance on developing new raw materials to reduce cost. (Fort Dearbourne)

The executive engineered initiatives, 80% *increase in on-time delivery, while reducing

lead-time from 20 days to 5 days. (WH Brady)

PROFESSIONAL EXPERIENCE

Feb2008-Mar2009 Quality/Operations Manager Amer Industrial Technologies.

Design and manufacture nuclear controlled and validated components in accordance with our

ASME Quality Assurance Programs • ASME Section III, Divisions 1 and 3, Class 1,2, &

3 NCA\WA-3800, NCA\WA-4000.• ASME Section VIII, Divisions 1 & 2.• ASME

Section VIII, Division 3• NQA-1 with supplements • 10CFR50, Appendix B.• NPT-1

with Supplements

Managed Nuclear Engineering staff, Quality program: management and implementation.

Ensured client expectations as well as applicable contract codes and government code

requirements are met diligent not to violate the ethical boundaries of quality and

manufacturing separation. Work closely with third party nuclear inspection agency to ensure

adherence to code requirements and customers’ requirements.

2004 – 2008 AGS VICE PRESIDENT OF OPERATIONS

A design and fabrication firm specializing in industrial products as well as pressure vessels

and piping components. Additional divisions focused on areas are corporate branding and

identity. Areas of accountability included corporate growth, as well as the design and

implementation of efficient, growth oriented procedures. Implemented Lean

Manufacturing, as well as ISO 9000

2003 – 2004 AIM IT SOLUTIONS

A business, management and IT installation consulting firm specializing in both business and

project management for statewide institutions and organized labor.

Consultant, Project Manager

Focused on critical path management project management for the organization, while

providing large scale project management to the areas of technology, manufacturing and

business process improvement.

2000 – 2003 FORT DEARBORNE COMPANY

A venture capitalist group that built a health and beauty care organization.

Director of Operations

Primary accountability was to establish and build a full scale manufacturing facility by

applying Lean Manufacturing and Six Sigma principles.

Startup packaging plant with $25 million in capacity

Fully functional makeup air Unit

Largest electrical service in Montgomery county

Profitable within one year

ERP installation and complex shop floor data collection

1996 – 2000 QUALITY ASSURED LABEL

A manufacturer of pressure sensitive labels.

Plant Manager

Primary Duty was to take a failing manufacturing plant and revive it into a winning

proposition through application Theory Constraints, SPC processes and Continuous

Improvement through Six Sigma application.

Grew business to $25 million

Installed capacity for $30 million

Established Vendor managed programs throughout

Quality program instituted

1996 – 1998 AVERY DENNISON SECURITY PRINTING

Greenfield partnership with Duracell to develop and implement new technology in the battery

tester arena to gain market share.

Engineering Manager

Product Development, Plant and Equipment Design, Implementation and roll out worldwide

of new product offering, based on SPC controls, and automated quality inspection through

vision systems.

Startup $87 million dollars revenue plant that produced Duracell Battery Testers

Pressure sensitive postage stamps for the US Postal Service

Managed automation and process improvements cutting defects and improving

throughput by 50%

1993-1996 Nameplate Hillsborough

A $400 million dollars, Fortune 1000 company, and an industry leading solutions provider in

the Radio Frequency Inventory Distribution, (RFID) as well as Laser engravable products.

OPERATIONS MANAGER

While establishing cost driven programs and focused customer retention programs, a demoralized

staff became re-energized. Operating expenses were greatly reduced.

The executive engineered initiatives responsible for a 107% increase in gross margin,

80% increase in on-time delivery, lead-time reduction from 20 days to 5 days.

Quality complaints plummeted by 90%.

These breakthroughs were a direct result of an innovative leader, integrating a high level

of operational expertise, complex problem solving and focused team building skills.

1990-1993 GENERAL DYNAMICS DESIGN

TEAM MEMBER FOR DEVELOPMENT OF NUCLEAR PROPULSION PLANT FOR NEW CLASS OF

SUBMARINE

Designed and implemented state of art nuclear power propulsion plant upon new class of

submarine while develop methods to convert generated steam into rotary motion.

New construction 755 and 757 USS Annapolis and USS Alexandria

EDUCATION

University of Clemson Masters Operations Management GPA 4.0 June 1997

University of New Haven BS. Mechanical Engineering GPA 3.7 May 1992

Six Sigma, Finance for the Non-financial Manager, Ken Blanchard situational leadership, Conflict

Resolution, Team Building, Theory of Constraints, Behavioral Based Safety Concepts

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