Manager Project
Resume:
RICHARD J. SEBALLOS
Dublin, OH 43016
C: 614-***-**** **********@***.*** H: 614-***-****
OPERATIONS EXECUTIVE
Six Sigma Black Belt ● Continuous Improvement ● Transformational Change ● Global Enterprise Perspective
Highly successful change management leader with outstanding experience gained through a series of progressively
responsible assignments in the specialty chemicals and coatings industries. A customer-focused, results oriented, global
operations executive with very strong business acumen. Works collaboratively with business leaders to redesign
operations to increase revenues and profits. Acknowledged as a turn-around expert who has turned an operating loss to
a 15% operating income by creating a high-service, responsive business. Experienced in improving equipment
utilization leading to production records exceeding prior marks by 25%. Certified Six Sigma Black Belt who leads
cross-functional teams to improve business processes as demonstrated in the reduction of enterprise-wide transactional
errors by 75%. Effectively leverages operational capabilities and technology with international partners. Driven by
core values of safety, respect for others and personal accountability. MBA with BS Chemical Engineering. Excellent
skills and capabilities in the following areas:
Lean Manufacturing Six Sigma
Business Process Improvement Safety Focus
New Business Development Continuous Improvement
International Collaboration Quality System Development
PROFESSIONAL EXPERIENCE
2006 – 2009
ASHLAND INC, Dublin, OH
An $8.4 billion diversified, global chemical company that manufactures chemicals, distributed chemicals and plastics,
and provides automotive lubricants, car-care products and quick-lube services.
International Operations Manager
Oversaw seven plant operations in Europe, Asia, and South America for two different businesses. Led strategic
planning initiatives including capital budgeting, business expansion into different markets and geographic regions, and
continuous improvement of asset utilization and use of working capital. Performed due diligence on potential
acquisition targets.
Led supply chain integration for Japan business acquisition. Supplied local Japan customers without business
disruption, while shifting supply from local Japanese partner, to Ashland facilities in the US and China.
Expanded relationship with US customer to transfer technology to China market. Organized local sourcing of
materials, capability and safety reviews, and met delivery and quality expectations.
2004 – 2006
DUPONT TITANIUM TECHNOLOGIES, New Johnsonville, TN
A manufacturer of chloride-route titanium dioxide products for the coatings, paper, plastics, and minerals markets.
Six Sigma Black Belt Project Manager
Facilitated strategic business improvement projects including transactional and operational processes at Tennessee
facility and three other US operating units. Provide internal consulting services and leadership for business.
Led multi-site cross-functional team that reduced sourcing/accounts payable transactional errors by 75%.
Identified SAP and operational best practices leveraged across business platform.
Saved energy operating costs $460M per year through three separate projects.
Completed baseline project establishing strategic plan for reducing energy-related variable costs and identifying
energy-saving project opportunities.
1995 – 2004
DUPONT POWDER COATINGS, Houston, TX & Hilliard, OH
Leading provider of a range of coatings such as decorative, functional, and electrocoat products for OEM, pipeline, and
construction markets.
2000 – 2004
Plant Manager, Hilliard, OH
Assumed full P&L responsibility for site business operations including manufacturing, quality, safety, environmental,
maintenance, shipping, technical service, and customer service functions. Completed strategic planning for site
including multi-year planning of operating and capital budgets to support business plans.
RICHARD J. SEBALLOS PAGE TWO
Plant Manager (Continued)
Led site through transformation to become a profitable, world-class powder coating facility – from an operating
loss to a 15% pre-tax operating income
Utilized lean manufacturing principles to reduce downtime associated with product change by 70%. Reduced lead
times for order fulfillment from 21 to 5 days – developing new high margin business.
Transformed safety culture of site employees. Reduced safety recordable incidents 98% from 14 per year to 1
incident during a three year period.
Developed high performance work teams responsible for safety, production, scheduling, and daily work
assignments. Created new pay system to match compensation level with demonstrated skill set capability.
Utilized small batch best-practices from Sweden and UK site to improve Ohio operations. Developed consolidated
spare parts inventory shared by three US and Mexico operations.
1995 – 2000
Manufacturing Manager, Houston, TX
Ensured operational productivity, quality, and safety performance. Managed and lead production shift supervision,
scheduling, and process technology teams.
Increased equipment utilization by 12% to establish new production records – exceeding previous record by 25%,
and establish best-in-class productivity metrics among 20 global operations.
Led business team to certify quality system to ISO9001 quality standards.
Provided technical support to operations team in Monterrey, Mexico including capital equipment justification,
quality and productivity improvement plans, and performance metrics.
1990 – 1995
INTERNATIONAL PAINT, Houston, TX
A manufacturer of a variety of paints and coatings distributed through four key business units: International Marine
Coatings, International Protective Coatings, International Yacht Coatings and Akzo Nobel Aerospace Coatings.
1992 – 1995
Production Control Manager
Managed business supply chain including production scheduling, inventory management of raw material, in-process
and finished goods, and meeting customer on-time delivery requirements.
Increased on-time performance from 95 to 99 percent.
Improved inventory turns 20% from 4.1 to 5.1 through improved utilization of MRP II systems.
1990 – 1992
Quality Assurance Manager
Tested and disposed all in-process and finished materials. Developed staff and completed budget planning.
Reduced customer complaints 20% through improved training of lab personnel and clarification of customer
requirements.
Attained Fram Preferred Vendor Award as a result of manufacturing 500,000 pounds of custom-made products
without a rejection.
EDUCATION
MBA
Franklin University, Columbus, OH
BS: Chemical Engineering
The Ohio State University, Columbus, OH
CERTIFICATIONS
Six Sigma Black Belt
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