Manager Customer Service

Charles M. Gossett, MBA

**** ****** *** ***** 828-***-**** (C)

Clemmons, NC 27012 336-***-**** (H)

***************@*****.***

Energetic and visionary executive leader offering a history of success leading change, managing turnaround

initiatives, and program development. Accomplished leader with the propensity to consistently deliver

results that exceed expectations. Broad-based experience in operations management, maintenance and

facility operations, project management, training development and implementation. Tenaciously committed

to driving superior organizational performance, customer service, quality and productivity.

CORE COMPETENCIES

Organizational Change Facility Management Training/Leadership Development

Project Management Productivity Improvement Incentive Programs

Asset Management Lean Manufacturing Energy Management

Employee Development Vendor Management Team Building

Strategic Development Quality Improvement Budget/P&L

Revenue and Profit Growth

PROFESSIONAL EXPERIENCE

PPG Industries, Lexington, North Carolina 2007-Present

Manager, Enterprise Excellence

Direct Reports: 12; Budget: $19MM. Responsible for managing the facility operations for a 1.3MM square

foot manufacturing plant situated on over 400 acres.

Primary accountability for this position is to drive process and operational improvement of plant

operations. Manages the enterprise excellence, quality assurance, facility operations, energy management,

environmental, engineering, maintenance and process development engaged in the acceleration of

continuous improvement programs and projects directed at process improvement, higher efficiencies, cost

reductions and overall improvement of manufacturing operations. Directs the engineering and technical

support focused on Lean Enterprise, Sigma Logic and Catalyst initiatives to accelerate changes for process

improvement and high productivity.

• Directed acquisitions and dispositions, asset management and lease development activities for this

business site of PPG Industries.

• SBU leader on global project team which implemented a new CMMS System at all the company’s

manufacturing facilities.

• Leader of global equipment reliability team. Responsible for reengineering and implementing new

maintenance and facility operation processes, procedures and programs at all manufacturing

locations.

• Developed and implemented a number of projects that will save the plant over $5.5MM a year in

overheard manufacturing costs.

• Led the project to introduce a new product line to the manufacturing process. The $1MM project

was delivered on budget and 2 months early. New product line will generate over $30MM in sales.

• Implemented new process to manage capital projects resulting in a savings of over $250M on just

two capital projects.

• Responsible for the management of capital spending and M&R spending at the plant. Total

spending was approximately $10MM.

• Reengineered a number of safety programs for the plant and established a safety team to conduct

safety audits. Facility improved on its 5 year formal corporate safety audit score by 52%.

• Developed an energy reduction program for the facility by creating and launching a 5 year energy

plan. Focused on reducing energy costs by improving the efficiency of existing facility systems.

Plan will deliver savings over $3.2MM a year for the plant.

• Responsible for working with Duke Energy to take advantage of the North Carolina Energy

Efficiency Program.

• Manages all natural gas usage for all facilities (NA) within the division. Have been able to save

over $300M by ensuring bills were correct. Total energy expenditures for all plants is over

$50MM.

• Orchestrated a number of energy projects for the facility. Also led the initiative to obtain both

federal and state tax credits for these projects, which equated to over $400M

• Responsible for overseeing the management of the plant’s $4MM vendor managed storeroom

inventory. Was able to write off over $1MM in obsolete inventory.

• Achieved a savings of $480M with the multi-plant implementation of the Rockwell Automation

Maintenance Program.

• Developed comprehensive training program for existing craftsmen as well as a program for new

hires. Worked with corporate Human Resources to tie training into multi-tier pay plan. This

program will save 75% over the cost of conventional training.

• Reengineered the Predictive Maintenance Program resulting in savings of over $600M annually.

• Worked to provide EPA with information regarding emissions history, furnace details and capital

expenditures. Also headed the EPA Survey Request regarding natural gas, propane, and fuel oil

fueled systems.

Corning Incorporated, Corning New York 1997-2007

A diversified technology company focusing on high-impact growth opportunities in the

telecommunications, flat panel display, environmental, life sciences and semi-conductor industries with

annual sales of $6.0B and 25,000 employees.

Facilities/Maintenance Operations Manager/ Divisional Energy Manager, Hickory, NC 2005-2007

Direct Reports: 34; Budget: $10MM; Responsible for managing a 650,000 square foot manufacturing

facility running 24/7 with $180MM in assets.

• Achieved a savings of over $80M in 5 months by evaluating and rewriting existing service

contracts and developed protocols on how contracts were to be managed.

• Developed performance metrics that drove strategic decisions around the manufacturing processes

focusing on quality, customer service, cost reduction and productivity.

• Reengineered and deployed Preventive and Predictive Maintenance Programs resulting in a cost

avoidance of over $500M for the operations.

• Tasked by senior management to implement Total Production Maintenance (TPM). Moved

quickly to establish timeline for the implementation of program. Program was completely in place

in 18 months.

• Identified top 10 areas of breakdown maintenance calls and corrected problems by identifying the

root causes of the failures and systematically correcting the cause. This resulted in a 60% decrease

in breakdown maintenance calls.

• Introduced a CAFM System to the facility, allowing for better management of office and

manufacturing space as well as assets.

• Led the project to install a facility wide building automation system, which will save the facility

over $ 200M in overhead costs.

• Created an Energy Management Program for multiple sites saving the division over $500M in

energy costs and reduced carbon dioxide emissions by 3MM lbs in one year. Over a two year

period, reducing energy usage normalized to production by 22 percent and decreased water

consumption at the facility by approximately 59% when normalized to production.

Manufacturing Operations Manager, Corning, NY 2000-2005

Direct Reports: 65; Budget: $5MM; Led a machine manufacturing operation with over $50MM in assets.

• Developed and executed a transformational plan to restore profitability to a manufacturing

operation resulting in a decrease of rework by 35%, increasing productivity by 40%, raising

quality acceptance from 60% to 99% and going from a loss of $300M per month to a year end

profit of $1.4MM in only 18 months.

• Created an Apprenticeship Program designed to meet the New York State Machinists Numerical

Control requirements as well as the requirements of the National Institute of Metalworking Skills

Certification Program.

• Strengthened better communication between, union leaders, labor and management positive

results documented by third-party employee survey. Introduced various initiatives to engage

employees and union leadership, including round table discussions, suggestion boxes, and formal

communication meetings

• Introduced vendor managed inventory; initiative resulted in a cost savings of over 20%.

Facility Operations Manager, Corning NY 1999-2000

Managed over 100 employees- hourly and salary; Budget: $25MM; Responsible for managing the facility

operations for a 1.3MM square foot research and development campus comprised of 10 buildings situated

on over 100 acres.

• Key member of construction project team responsible for the construction of 4 buildings which

expanded the campus from approximately 600M square feet to over 1.3MM square feet. Projects

were delivered on time and under budget.

• Spearheaded strategic outsourcing initiatives- working with union leaders was able to outsource

multiple maintenance service agreements for process and facility infrastructure saving the

company over $200M.

• Reengineered and deployed an industrial house-keeping program resulting in a productivity

increase of 50% and saving the company over $150M annually. Program benchmarked by many

Fortune 500 Companies.

• Successfully negotiated with union leaders to facilitate the transfer of task from the skilled labor

pool to the general labor pool allowing productivity increases of high valued maintenance tasks,

added value to the general labor classification and reduced overtime costs by 60%.

Munitions/Aircraft Maintenance Officer, USAF 1990-1997

• Led the operations of 14 nuclear and conventional munitions storage and maintenance facilities

valued in excess of $100MM. Manager of the Explosive Ordinance Disposal range.

• Facilitated the improvement of the safety and environmental programs for the organization

resulting in a first “excellent” rating during a Nuclear Surety Inspection in five years.

• Coordinated the transportation of nuclear munitions with the Department of Defense and

Department of Energy, ensuring all paperwork was correct and shipments were on schedule.

• Responsible for profit and loss of a $43MM budget which supported the base nuclear maintenance

operations.

• Speaker at the Worldwide Munitions Conference ; briefing was on the training of munitions to

military personnel.

• Organized and updated 160 munitions publications, providing students accurate, comprehensive

resources on military munitions.

• Managed accounts for stores and maintenance of nuclear and conventional munitions supporting

operational requirements for the B-52H and Minuteman III missiles.

• Planned and implemented the project for the short range attack missile (SRAM) weapon system

teardown, packaging, and shipping requirements.

• Liaison between U.S. Air Force and defense contractor at initial ACM program management

conference. Coordinated required activation actions for new weapon system.

• Responsible for the management of the Explosive Safety Program and Lightening Protection

Program for the base.

• Developed explosive quantity-distance exercise to improve the safety awareness around

munitions

• Developed and launched a comprehensive munitions maintenance training program. Trained over

1200 officers in maintenance management and leadership focusing on the setup, logistics and

management of field operations.

• After an inspection failure rate exceeding 75% at the Air Force’s Munitions sites, briefed the Air

Force Functional Management Review Team on officer munitions training which headed off

budget cuts and reinstated training time to 4 weeks versus 2 weeks.

• Top Secret Clearance ( SSBI) –inactive

EDUCATION AND TRAINING

California Coast University, Masters, Business Administration

University of Louisville, Bachelors, Applied Mathematics

Cornell University, Certificate, Executive Leadership

Villanova University, Certificate, Lean Six Sigma

George Washington University, Certificate, Project Management

Corning College of the Finger Lakes, Green Belt Certification

PROFESSIONAL AFFILIATIONS

International Facility Maintenance Association (IFMA)

Building Owners and Managers Association (BOMA)

Society for Maintenance and Reliability Professionals (SMRP)

Association for Operations Management (APICS)

Association of Energy Engineers (AEE)

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