James G. Wilson 717-***-**** (cell)

**** ******* ***** abntyx@r.postjobfree.com

Lancaster, PA 17601

SENIOR MANAGEMENT: PROFITABLE BUSINESS DEVELOPMENT

Operational Excellence Merger Turn Around Organizational Development

Top Line / Bottom Line Growth Succession Planning

More than 15 years in 24/7 and 24/5 multi plant, multi process manufacturing, production, inventory, assembly

(including electrical) and distribution – examples include profile extrusion, cut sheet and thin gage thermoforming,

glass filled composites, Electrical and Electronic assembly and distribution operations, sales and leadership

experience; full profit and loss, operations, contract negotiations with vendors and customers and strategic growth

responsibilities. Deliver increased operational results using systematic team based observation and evaluation of

data to separate cause from effect and implement action plans in individual and group settings to resolve issues

and capitalize on opportunities. Employing LEAN implementations and SMED quick change over principles to

profile extrusion, my teams have consistently achieved reductions of 75% or more in change over and set up

times and increases to production rates as much as 100% or more in process improvement exercises. I’ve

written and delivered Production Scheduling tools, MRP systems, Operator training materials, Lock Out / Tag Out

/ PPE and Hazardous Communication programs, Maintenance support documentation, Machine and efficiency

reporting, Sales Quoting tools, Cost Reduction training and Capital evaluation programs for deployment to the

floor level for ‘New Idea” inputs. Demonstrate leadership, stewardship and oversight in operational affairs

securing the organizations expected unit performance according to identifiable, measurable targets.

Communicate effectively and elicit ‘buy-in’ from both decision makers and employees at all levels to achieve

business objectives.

CORE COMPETENCIES

Operations, Financial Management Production / Planning

Profit improvement Cash Generation / Cost Savings Multi-level Training

Technology Injection Process Improvement Quality System Certification

PROFESSIONAL BACKGROUND

EAGERTASK CONSULTANTS, INC. LANCASTER, PA 2007-

President:

Successful leadership in design/execution of strategic initiatives that positively impact growth, productivity,

efficiency, revenues, and profits. Business management consultant and senior P&L executive who has had full

responsibility for business units with multiple manufacturing plants. Experience includes strategic business

planning to achieve aggressive targets and leading execution at all levels of the organization. Recognized for

effective cross-functional team building, breaking down organizational silos and cultural barriers, and for

leadership at all levels.

Senior Member of Society of Plastics Engineers. Experienced in 24/7 Operations plastics/metals/composites,

Logistics, Engineering, Intellectual Property Support, Process Development, Training, Sales, Distribution, Growth

Planning, and Quality System Generation. Focus on strategic business planning, operational excellence, new

product development, executive coaching and team building.

QUAKER PLASTIC CORPORATION, MOUNTVILLE, PA 2000-2007

President and CEO; Executive Vice President:

Responsible for profitable sales / expansion / operations of multiple facilities; two 24/7 Manufacturing plants (cut

sheet thermoforming and extrusion) utilizing four national and international warehouses, two 24/5 plants (joint

alliances) in other polymer processes (thin gage thermoforming and composites plants), one marketing alliance

with four other industry related companies. Was accountable for division’s operating results. Comfortable from

James G. Wilson - Resume 1

the floor to the board room, was the ‘go-to guy’ responsible for sales growth, finance, (forecasting and budgeting,

capital, corporate funding, debt service and P&L responsibility) Vendor and Customer short term fulfillment and

long term contract management, IT system evaluations, annual cost savings programs, engineering and training

help, and communicating ESOP changes in philosophy and culture. I implemented operating sales plans of

$20+M, managing remote finished goods inventories and purchased raw materials of >$9.0M annually.

Vice President of Manufacturing: 1987-2000

Plant Manager:

Production Manager:

Manufacturing Manager:

Responsible for Inventory in multiple distribution warehouses, production operations, installation of new

equipment and training expansions of Extrusion and Thermoforming locations. Hands on operations of 24/5

extrusion and thermoforming ~90 employees. Responsible for all daily operations – Production, Scheduling,

Inventory Control, Logistics and Distribution, Quality, Safety and Environmental regulations and reporting,

Purchasing and Scheduling, Engineering and Maintenance, Sales, Hiring, Operator Training, Production

Standards and reporting, Cost avoidance and annual budgeting and cost reduction programs. Responsible for all

factory administrative activities, employee morale and sales technical support.

C-K PLASTICS INC., ST. LOUIS, MO 1979-1987

Plant Manager:

Managed 24/5 extrusion profile plant with 35 employees. Responsible for all daily operations – hiring, safety,

training, plant and environmental regulations, engineering, design, tool run-in, production, process

troubleshooting/improvement, procurement and scheduling, IT deployment, development of production standards

and reporting, accounting, inventory control, cost avoidance and annual cost reduction programs. P&L

responsibility for Factory direct and variable cost centers, managed purchased raw materials.

EDUCATION

B.S. – Business Administration and Computer Science,

North East Missouri State University, Kirksville, MO

SELECTED ACHIEVEMENTS

Wrote Operator training materials, Lock Out / Tag Out / PPE and Hazardous Communication programs,

Production Scheduling tools, MRP systems for two plastic process(es) divisions, Maintenance support

documentation, Machine and efficiency reporting, Cost Reduction training program, and Capital

evaluation programs to be operated from board room to floor level personnel.

Identified that purchased equipment was not performing at expectations or at low levels of

effectiveness. In each case, organized a task force including my own hands on machine wrench time to

assess specific areas of difficulties; Instituted decision making and journalizing tools to separate symptoms from

root causes; Conducted ‘hands on’ inspections and operations to gather more information; Established tools to

report project progress and evaluated effectiveness to develop and deploy better vocational training tools.

RESULT example 1: Production costs decreased by approximately $350K. Quality increased with reductions

in raw material use, scrap and labor costs. Inventory of raw materials and finished goods were reduced.

Additional machine production capabilities resulted in new sales offerings growing the top line.

RESULT example 2: Multiple proprietary lines – (S)ingle (M)inute (E)xchange of (D)ies and lean principles

applied to extrusion change over/start up times clean to clean machine operation across multiple materials

reduced from 8 hours to <60 minutes, production costs (contaminated scrap losses) decreased. Quality increased

with reductions in raw material variation, scrap and labor costs. Inventory of raw materials and finished goods

were reduced

James G. Wilson - Resume 2

RESULT example 3: Extrusion processes driven from one strand to multiple strands, increasing productivity of

extruders, opening oversold machine time. Labor costs decreased by approximately 46%+ each job. Quality

increased with reductions in raw material use, scrap and labor costs. Inventory of raw materials and finished

goods were reduced. Additional machine production capabilities resulted in new sales offerings growing the top

line.

Created new information systems to provide planning and procurement departments with better

sales/forecasting and reporting tools. Wrote Sales quoting worksheets used for all custom selling

engagement. Generated computer programs to create reports identifying needs. Generated ERP projections of

needs for purchasing reduced costs/procurement assignments. Facilitated team meetings to train for negotiating

for supplier supplied free evaluation materials to reduce material costs and enhance vendor relationships.

RESULT: Reduced cost of raw materials by 4% of Sales, enhancing top line operating margins by $800K.

Wrote the MRP systems (dBase IV) for two $10m+ divisions; transformed multiple companies

and divisions ineffective manual systems to computerized MRP system implementations

incorporating better business ‘flow.’ Analyzed existing manual systems; created process flow charts to

identify ineffective processes; Established procedures and increased information flow between departments;

Wrote new MRP computer software and acquired necessary hardware; provided programming, training and

maintenance on-going system oversight. RESULT: Increased speed and accuracy; increased inventory turns

on staple raw materials by a factor of over 6 to 1 annually and reduced inventory stocks by over $500K while

increasing cash flow.

Consolidated the personal computing and outdated System 38 computer programming in

multiple locations from individual departmental systems. Convened a committee comprised of

representatives from various departments to outline systems consolidation overview; Reviewed and approved

recommendations regarding procedures, equipment, purchases and installations; Prepared and presented capital

sheets to secure corporate funding. RESULT: Newly installed system reduced process time by 55%, part forms

reduced by 72% and inventory reductions of $1,2M system-wide.

Re-engineered internal outputs and external stake holder’s expectations to address heavy cash

outflow, a 70% ESOP buyout, and unexpected repayment of an ‘off balance’ liability. Negotiated a

two-year structured payout; Implemented cost-cutting programs and hiring freezes to minimize expenditures;

Developed capital expansion programs on cost saving production systems and capital investment on new

products and sales. RESULT: The outstanding debt ($1.9M) was retired in 2 years and the ESOP payments

were met; the re-engineering was accomplished while operating this employee owned business toward better

efficiencies while the business experienced its greatest change rate ever.

Generated a Quality System to establish direction for expansion and secure ISO certification.

Established a committee made up of seasoned managers skilled in operations and quality; identified a successful

ISO company and consulted with implementation teams, as well as hiring an ISO consultant; assessed quality

systems for national and multi-plant operations; prepared all documentation to secure certification. RESULT: In

addition to becoming ISO certified as an engineering and manufacturing facility with multiple divisions, the

resulting Quality System exists in a ready ‘play book’ format to use for further expansion leading to a 30%

reduction in consulting costs and saving administrative costs for each plant location.

James G. Wilson - Resume 3

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