DENIS CARRINGTON

Email: abqm6j@r.postjobfree.com

Address: **** ******** *****

City: LAWRENCEVILLE

State: GA

Zip: 30043

Country: USA

Phone: 404-***-****

Skill Level: Senior

Salary Range: $100,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Denis Carrington

1645 Kingsley Court, Lawrenceville, Georgia 30043

770-***-**** - home 404-***-**** - cell

abqm6j@r.postjobfree.com www.linkedin.com/in/deniscarrington

OBJECTIVE

Key Leadership position leveraging my skills in Global Operations Management, Manufacturing Management and Supply Chain Leadership in order to:

* coordinate operations across best-in-class platform to manage production, inventory, quality, maintenance, IT and administration for optimal profitability;

* lead teams to improve productivity and quality while decreasing waste thereby preserving customer value at minimum investment;

* develop innovative strategies and environment facilitating change for reducing risk/costs, preserving supplier relations and continuously streamlining/improving operations to meet customer demand.

QUALIFICATIONS

* Global Operations Management

* Offshore Operations Leadership

* Multi-Site/Culture Management

* M&A Integration Management

* Strategic Planning

* Organizational Leadership

* Manufacturing Leadership/P&L

* Revenue/Profit Optimization

* Cost/Quality/Internal Controls

* Process/Product Improvement

* Pricing/Proposals/Negotiations

* Best Practices/Six Sigma/Lean

* Supply Chain Leadership

* Global Distribution/Logistics

* Sourcing/Purchasing Management

* ERP/IT Management

* Facilities Development/Expansion

* Capital Improvements

EXPERIENCE

Senior Vice President, Manufacturing 1996 - 2011

Vice President, Manufacturing Operations 1994 - 1996

Delta Apparel Incorporated, GA

$475 million publicly traded textile manufacturer with 7400 employees and operations

worldwide. High-profile national customer base for both branded and private label

apparel and headwear includes: Nike, Adidas, Wal-Mart, Hurley, Quiksilver, Target,

Kmart, JC Penney

Plant Manager, Air Jet Weaving/Knitting 1989 - 1994

Process Improvement Manager 1987 - 1989

Milliken & Company, SC/GA

$2.5 billion international textile and chemical manufacturing conglomerate with

9,000 employees globally. Ranked as one of the -100 Best Companies to Work For-

by FORTUNE magazine

Industry leader in research and innovation

EDUCATION, PROFESSIONAL and CIVIC

Bachelor of Science, Textile Engineering

Clemson University, SC

Soccer Scholarship

Certificate of Executive Management

Darden School of Business, University of Virginia, VA

Certificate of Management

Institute of Textile Technology, North Carolina State University, College of Textiles, NC

Committees

Chair: Manufacturing Equipment Modernization

Chair: Speed to Market-

Chair: Conversion from Automatic to Table Cutting

Chair: Supply Chain, Forecasting and Scheduling Software Task Force

Member: Transition Committee for Integrating New Acquisition

Honors

Implemented Lean principles and led plant to win

Malcolm Baldrige Award for World Class Quality Performance and

OSHA VVP Star Award for World Class Safety

Chairman

Pele Alumni Corporation

Provides scholarships and educational funds to community youth

ACHIEVEMENTS

Global Operations Management

Directed 5,950 managers and employees across 7 facilities in Mexico, El Salvador, Honduras, and US with combined operating cost of $76+ million annually. Oversaw purchasing, distribution, human capital management, training and development, IT, operations and administration; developed strategic plans; implemented lean manufacturing and safety programs; initiated six-sigma training; redesigned textile plant layout; integrated 4 acquisitions; obtained $18 million to build/staff state-of-the-art offshore manufacturing facility - largest plant in company. Results: Played key role in executive team growing company from $90 million to $420 million in 16 years; improved operating costs 5-7% per year; improved quality 50% and productivity 300%; ROI on $18 million investment 1.5 years ahead of schedule; achieved outstanding safety record with 6 out of 7 plants working with 1 million safe work hours.

Led site location and construction of first offshore sewing plants in Honduras and Mexico following changes in import laws; spearheaded strategic task force to identify countries; convinced government officials and private investors to supply buildings with favorable leases; designed layout; hired and trained staff; recognized transportation costs for Mexico factory 8- 5% over budgeted cost after start up; met with State Governor to present proposal to purchase buses with State subsidizing part of cost, share of maintenance and operational cost. Results: Margins improved 8-10% over US; increased capacity enabled revenue growth from $3 to $8 million annually; government agreed to proposal; buses paid for within 6 months; saved $160,000.

Reengineered manufacturing operations to improved productivity and performance. Discovered high inventory volumes in production due to varied operator performance output levels; retrained and formed 8-person teams with members matched by skill levels; implemented new floor layout to house 10% more equipment; added additional shift to operate on continuous 7-day first shift schedule rather than traditional 5-day; perceived idea to overcome significant turnover stemming from government`s mandatory severance payment policy; initiated changes to wage payments with the approval of the Labor ministry to avoid exodus of employees. Results: Reduced excess inventory 32%; teaming improved output 18% and off quality cut in half by initiating payment for performance; new schedule facilitated additional sales; turnover reduced from 42% to less than 25%

Standardized business and technical processes across $220+ million global operations. Led corporate task force to document core areas in all facilities; identified best practices; benchmarked against competition and internal leaders; implemented lean manufacturing principles; identified discrepancies with dye formula mixture at different locations yielding varying shades; introduced new equipment to ensure quality and consistency. Results: Standardized processes saved $1 million in limiting off quality product; yielding greater output and lower unit cost; saved $1.9 million from waste due to color gradations; improved customer satisfaction.

Manufacturing Management/Leadership

Oversaw production and performance of 1,500 employees in 6 domestic sewing plants and one textile plant as newly hired VP. Exercised oversight of supply chain, planning, logistics, distribution and safety. Analyzed upward trend in overhead costs; evaluated management and technical teams; restructured and held management accountable; initiated team structure; instituted process improvements; reviewed high rate of accidents/injuries in factories; updated safety manual; implemented retraining and quarterly reviews. Results: Reduced management headcount 30%; improved overhead cost by 12%; reduced accidents 4 -8 % YOY; production output improved 27% over 4 years; standard cost of goods sold went down 36% while improving first quality throughput.

Spearheaded 2 largest integration projects overcoming service and cost challenges. Identified issues with each of acquirees` customers having different expectations, demands and levels of acceptability; analyzed throughput, and quality and cost; introduced Lean principles to both work force and operations processes; established documentation requirements; added equipment to release bottlenecks; set performance/quality standards in line with company norm Results: Improved customer delivery; saved $350,000 reducing waste.

Changed from automated system to manual operation to ensure optimal output from startup cutting operation. Assessed and leveraged lessons learned from assessing mechanical skills of workers in other plants; determined need to hire more employees to manually cut fabric rather than suffer long downtimes due to inability to fix machinery; recommended US operation sell fully depreciated equipment rather than ship off shore. Results: First quality production improved 5%; maintained consistent flow of production; achieved $150,000 windfall.

Saved $1.8 million by leveraging new technology and implementing process change. Worked with dye machine vendors to evaluate upgrading and purchasing new dye vessels material flow and eliminate need to turn fabric face inside to prevent bruising; purchases/upgraded equipment; retrained sewing operators to sew garments face out. Results: Enhanced integrity of process; saved $0.06 per every pound of fabric produced; saved 20% in sewing time.

Supply Chain Leadership

Co-chaired initiative to find ERP system to elevate status as top tier supplier in market. Found company utilized as many as 5 systems in operating manufacturing, customer service and accounting functions; directed detailed analysis of manufacturing operations to identify modules pertinent to day-to-day operations; outlined needs, wants and requirements. Results: Selected GEAC (Infor) to combine all systems into single integrated ERP system.

Directed task force to optimize inventory control and availability vital to sales. Worked with IT and planning team to select software package with capability and flexibility to keep critical SKUs in stock and replenish out of stock expeditiously and second package capable of forecasting plan and schedule for both textile plant and 6 sewing locations. Results: Out of stock position for critical SKUs dropped 35% with 88% level of service; total inventory dollars fell 16%.

Overcame extended lead time for new orders and late delivery charge backs. Reviewed processes; found company lead time 2 weeks longer than competition; headed task force to select new planning and scheduling software to ensure 6,000 SKUs produced at right time in correct colors with high demand safety stock; identified stocking issue with yarn on hand to produce special orders; implemented policy to keep supply of generic yarn in inventory. Results: New software reduced lead time to 1 week less than competition; on-time delivery rose from 75% to 96%; experienced zero charge backs compared to $250,000 prior year.

Utilized group purchasing power to minimize freight cost on rise due to constant fuel cost increase. Combined all divisions` freight needs; implemented large demand/economy of scale to introduce more carriers to bid. Results: Saved $1.2 million negotiating bigger volume; expanded process to improve less than truck load freight cost and small package cost by moving from 2 carriers to 1.

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