Manager Customer Service

MICHAEL R. DASS

**** ** **** ****** **** Phone: 515-***-****

Polk City, Iowa 50226 Cell Phone: 515-***-****

E-mail: ********@*****.***

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CAREER SUMMARY

An experienced Manufacturing Leader with over twenty-five years of progressive responsibility and

consistent track record of achieving growth and profitability objectives. Possess a thorough knowledge

of current manufacturing practices and a clear vision to accomplish company goals. E xperience in

both high and low volume production, automated equipment and systems, lean manufacturing, TPM

implementation, major plant modifications and new product launches. Excellent strategic planning and

tactical implementation skills that drive effective communication and teamwork linked to process

improvement and overall organizational effectiveness. Demonstrated performance in:

• •

Lean Manufacturing Process Reengineering

• •

Facility and Maintenance Labor/Union Relations

• •

Inventory Control Scheduling

• •

Manufacturing Engineering Purchasing

PROFESSIONAL EXPERIENCE

EMCO ENTERPRISES Des Moines, IA 1983-Present

EMCO is a wholly-owned subsidiary of Andersen Windows and Doors, a U.S. market leader in the

manufacture of windows and patio doors, with over $200 million in sales revenue.

Plant Manager 1994-Present

Responsible for the operations management of two plants (Des Moines, IA and Luray, VA) with an

annual budget of $15-$20 million (managed to +/- 2 %) representing 650 exempt, non-exempt and hourly

employees. Managed a direct staff of 7-10 employees.

Implemented annual productivity improvements of 7-15%.

• Through lean initiatives, yearly improvements were made in both productivity and throughput.

• Work cells by product family replaced standard lines.

• Standardized work was implemented to allow employees to meet tact time.

• Materials were set up at point of use and presented ergonomically.

• Forklifts were replaced by tuggers who delivered material to the lines on one half hour routes.

• The results allowed an average lot size reduction of 50-60%, while increasing the number of

changeovers 60-70%.

• Finished goods dropped 30% while maintaining the same fill rate of 99%.

Accomplished annual cost reductions of $1-$2 million.

• Through process design and material changes (changing from aluminum to a plastic surround

window) was able to maintain the quality of the window with a savings of $500,000 gained in

materials and process savings.

Organized and implemented $500,000 savings on a material handling project.

• Developed and implemented a racking and movement system for a 14 foot aluminum lineal.

• Reduced the number of touches and method of movement while creating a system that presented the

material at the point of use for the operators.

MICHAEL R. DASS PAGE 2

Coordinated 5-6 new product introductions annually, including a plant start-up.

• Developed critical communications between Design and Manufacturing Engineers with Supervisors

to initiate and implement necessary procedures.

• Developed, supported, and implemented a startup of a new plant in Luray, Virginia that was running

with full production ahead of schedule.

Maintained an annual internal scrap of less then 0 .5%.

• Implemented control plans, standard work plans, 5S, and TPM check sheets to help reduce daily

scrap.

Negotiated four successful Union contracts.

• Successfully managed four UAW contracts without a strike or work stoppage while exceeding

company goals and production targets.

Maintained a 99% customer service fill rate to over 1,800 Home Depot stores.

• Established a Make to Stock vs. Make to Order planning tool that allowed products to be shipped on

an average of 3 days from receipt of order.

• The order entry to store delivery was reduced to 10 days and allowed revenues to triple.

Participated on a team that was able to lower the amount of sales returns by 50%.

• Collaborated with Home Depot for placement of critical parts and stocking of most frequent

requested parts.

• Revised the communication process at Home Depot that facilitated understanding and collaboration

that reduced confusion.

Lowered OSHA recordables by 50% over the last 5 years.

• Identified the top three reasons by department, type of injury, and location of injury.

• Implemented Personal Protective Equipment (PPE) to reduce the number one issue-cuts.

• Implemented a mandatory stretching program to reduce the number two issue-strains.

Production Manager 1992-1994

Responsible for the operations management of a two shift plant with 350 employees in a union

environment. Managed ten production supervisors.

• Successfully organized the start up of multiple shifts and product introductions that met production

goals and sales targets.

• Effectively implemented strategies on new product introductions, supplier issues, and internal

communication breakdowns that resulted in more efficient operations.

Various Supervisory/Managerial Roles 1983-1992

Hired as Quality Supervisor, assumed various roles; Production Supervisor, Quality Manager, Receiving

Supervisor, and Shipping Supervisor.

EDUCATION

BA Industry, Minor in Business

University of Northern Iowa, Cedar Falls, IA, May 1983

ADDITIONAL TRAINING

Lean Manufacturing Techniques, Kaizens, Kanban Pull Systems, Tugger Delivery Routes, 5S

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