Sales Manager

RICHARD H. SLUTTER

**** ********** **** ● Wooster, OH 44691 ● 330-***-**** ● abnrtw@r.postjobfree.com

CONTINUOUS IMPROVEMENT LEADER

Lean Six Sigma Master Black Belt

Senior level executive with more than 20 years experience in manufacturing/sales operations, most

recently focused in areas of change management and continuous improvement including the training and

development of engineering staff in these principles. A practitioner of Pareto 80-20 rule in sales and

manufacturing. Excellent business skills and the ability to work with all functional areas in a corporate

environment; both in a leadership and hands on approach. Serving the customer is the primary focus.

Able to mobilize critical resources to resolve complex issues in fast paced environments.

Key skills in:

• Management / Supervision • Quality Initiatives

• P & L Responsibility • LEAN Logistics

• Training / Mentoring • Operations Management/CRM

• Manufacturing • Sales & Marketing Strategies

PROFESSIONAL EXPERIENCE

GOODYEAR TIRE & RUBBER COMPANY, Akron, OH 2002 to 2009

World’s largest tire company with annual sales of $19 billion and 64 manufacturing facilities in 25

countries.

Manager, Continuous Improvement, (2004 to 2009)

• Established and conducted a 4 day DMAIC training course for manufacturing plants targeting process

and technical engineers. Initiated 50 new projects on the plant floor in last 6 months of 2008 based on

meetings with Plant, Operations and Continuous Improvement Managers. Project selection based on

business strategies and Pareto 80 – 20 rule so benefits could be realized quickly. Savings of $750,000

recorded in last 3 months on just one project: primary mentor for all projects.

• Initiated start up of three major Six Sigma projects at manufacturing plants. Each project is valued in

excess of $1 million.

• Conducted Lean training with Goodyear subsidiary, Wingfoot Commercial. Lean principles are now

being integrated into retread manufacturing locations with excellent results; up to a 30% reduction in

retread time per unit recorded. Process is being taken to the independent dealer base.

• Mentored 100+ Black/Green Belts on manufacturing and transactional projects. Tangible benefits

were $12+ million in a two year period.

• Utilized Brown Paper mapping in the office environment. Lean projects were prioritized by the

business units involved. Lean projects included over-processing, defects and other office wastes.

Projects improved lead times, cost and quality; all critical customer issues.

• Integrated Value Stream Mapping into the Commercial Group. Several business units are now self

directed as they work on their prioritized Kaizen burst leading them to their future state. One future

state burst contributed $245,000 of EBIT in one month.

• Conducted 10 Six Sigma Black Belt training courses in Akron and manufacturing locations.

Instrumental in achieving $68 million in continuous improvement saving in 2005.

• Achieved Six Sigma Master Black Belt Certification including 2 BMG courses in Transactional and

Non-transactional tools.

RICHARD H. SLUTTER, Page 2

• IT Business Manager in the integration of Dunlop’s Lawson system to Goodyear’s SAP system. . I

integrated two IT teams, at different locations, to an on time completion of this extremely complex

project with no adverse affects to the customer base.

DUNLOP TIRE CORPORATION, Buffalo, NY 1984 to 2002

A $750 million company engaged in development, manufacture, distribution and sale of tires. Purchased

by Goodyear Tire & Rubber Company in ‘99.

Director of Sales Operations (1995 to 2002)

• Directed operations pertaining to business with the replacement market. Industry growth was 25% in 5

years and Dunlop grew at a rate of 32% while reducing its SG&A by 15%.

• Re-engineered corporate sales approach to customer base twice over 7 years to comply with Pareto

80/20 sales reality. Eighty percent of sales generated by less than twenty percent of customer base.

• Guided forecasting, 5 year product plans, logistical programs, and directed Customer Service

Department. Used Pareto 80 – 20 rule to align manufacturing with customer needs; product skus were

listed as A, B, C, or D. “A” skus were 80% of the product sales and were kept in constant production.

All these components were key in maintaining a 92% first order fill.

• Improved product delivery to the customer base by integrating logistics and credit personnel directly

into the customer service teams. Coordinated warehouse activities to better serve the customer.

• Managed a multi-tiered distribution network; this included retailers, commercial dealers, distributors,

wholesalers, OE accounts and company stores. Maintained contact with key accounts that controlled

80% of business; this was less than 20% of the total accounts.

• Directed the creation of a CRM database used by all associates who touched our customers.

National Sales Manager/Regional Sales Manager - Commercial (1989 to 1995)

• Created new sales force to sell commercial product to the replacement market and original equipment

manufacturers. Responsible for $140 million P&L.

• Directed preparation of short term / long range plans, operating budgets, new product formulation and

introduction. Oversaw forecasting and ordering product primarily from offshore production.

• Created and implemented the structure, policies, and processes necessary to manage the organization’s

current activities and projected growth.

Regional Sales Manager/Territory Manager (1984 to 1989)

• Attained sales goals as a territory manager; promoted to Regional Sales Manager in less than 2 years.

EDUCATION / CERTIFICATIONS

BA, Norwich University, Northfield, VT

ROTC Scholarship

Six Sigma Master Black Belt Certification

Lean Specialist Certification

MILITARY

Commissioned in United States Army (1973 to 1977)

Acting Captain for Armored Battalion - BMO

RICHARD H. SLUTTER, Page 2

TECHNICAL SKILLS

Minitab 15

Word, PowerPoint, Excel

Contact this candidate