Manager Plant
Resume:
Thomas Handley
Email: *********@********.***
Address: *** ****** ***
City: Fremont
State: CA
Zip: 94539
Country: USA
Phone: 216-***-****
Skill Level: Management
Salary Range: $110,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
THOMAS HANDLEY
216-***-**** 278 Stacey Cmn.
*************@*******.*** Fremont, CA 94539
PLANT MANAGER
SUMMARY
Plant/Operations manager with extensive experience in manufacturing, continuous improvements, Lean implementations and cost reduction. These skills have enabled me to achieve ISO certifications, develop visual process indicators, Kanbans and KPI (Key Process Indicators) to monitor and adjust the production process. I bring a customer service focus and a safety-first philosophy thru team building and strong leadership. These skills will enable me to grow your business.
* Analytical - Problem Solving Skills * Organizer - Planner * Leader - Team Builder
* Continuous Improvement (CIP) * LEAN Manufacturing * Planning - Scheduling
* Purchasing * Vendor Management * ERP
PROFESSIONAL EXPERIENCE
Plant Start-up/Restart: Restarted manufacturing after the plant was down for one year (2010). The restart included manufacturing, maintenance, and quality while pulling a team together. The start-up included rebuilding one of the manufacturing lines, preparing the plant for export production and recertification of the plant with certifications agencies (NSF, IAPMO).
Productivity: Increased the productivity of the Dallas plant by 30%, while reducing direct labor costs. This was achieved by using a continuous improvement process. This process utilizes goal setting, the establishment of key process indicators, daily production review, and a weekly management review to improve the communication and cooperation between departments.
Cultural Improvements: Developed and implemented steps to change the Dallas culture from a power of the few, based upon keeping knowledge to themselves, to empowering the associates by providing useable information to everyone who needed it. Establishing Standard Operating Procedures, work instructions and training the associates achieved this.
ISO 9001 - Lead the Dallas operation through the ISO 90001 certification. BVQi performed certification.
5S - Part of the management team to develop and implement the 5S (6S with Safety being the 6th S) approach in the Newark Plant. Maintained thru a weekly 6S audit schedule. (Sort, Set in Order, Shine, Standardize, Sustain)
Merged the two Northern California Fuji Processing plants. During the remodeling construction the production operations were merged within a four-month period. The merger included combining the two management teams and workforces into one team.
Worked as an Operations Manager troubleshooter in the Salt Lake City plant for 2 months during our peak production season. Problems in the plant operations resulted in the loss of a major account. The former Operations Manager left without notice. In this position, I worked directly with both the accounts and customers to resolve problems.
Environmental Compliance: Developed ties with both the regional regulatory agencies and trade associations. My success with developing a good working relationship with local regulatory agencies was validated with my appointment to the Board of Directors of the Union Sanitary District in March 1995. I was elected to a four-year term in February 1996. Still an Elected Director today.
Trade Associations (PMA & SPFE): Served as a Director of the Northern California PMA, elected President in 1995. Served on the technical advisory committee for the Society of Photofinishing Engineers (SPFE), the technical advisory committee to the PMA. Presented technical papers on silver recover and moderated round table discussion at the international trade show in Las Vegas.
WORK EXPERIENCE
Oatey Plant Manager - Newark CA
Consultant - Newark CA
Plant Manager - Newark CA
Consultant - Dallas TX 11/09-Present
08/2009
03/08-12/08
02/08-03/08
Regional Steel Corporation General Manager (Fontana, Las Vegas & Tracy) 7/07 - 2/08
Oatey QA Manager - Newark CA 2005-2007
Operations Manager - Dallas TX 2002-2005
Manufacturing Manager - Newark CA 199*-****-**** - 2007
Material Science Corporation Production Planning Manager 1997 - 1998
Fuji TruColor Operations Manager 1990 - 1997
Union Sanitary District Director 2007 - Present
1995 - 2002
Fremont Chamber of Commerce Director 2010 - Present
Fremont Chamber of Commerce Executive Committee 2011 - 2013
Mission San Jose Rotary President 2012 - 2013
EDUCATION
APICS - CPIM Certification, 2012
Masters Degree in Organizational Management, 1993, University of Phoenix, San Jose, California
Bachelors Degree in Business Administration, 1990, Indiana Wesleyan University, Indianapolis, Indiana
ADDENDUM - DETAILED WORK HISTORY
Oatey Plant Manager - Oatey Co. Newark CA 11/09 - Present
Plant Restart: Restarted the plant after a one-year shutdown. Rebuild one line, moved and rebuild a second line, creating a new filling system for 55-gallon drums. Hired a core group of associates, developed SOP's, and trained a new team. Moved manufacturing from a 5/8 schedule to a 4/10 schedule meeting the requirements under California Law.
International Orders: Added international orders (China, India, South America) to our plant. These orders require different products, vastly different requirements and shipping via ship.
Distribution: Responsible for a 60,000 F2 distribution center shipping approximately $26 to $30 M
Oatey Consultant - Oatey Newark CA
Plant Manager - Newark CA
Consultant - Oatey Dallas TX 2009 (2-months)
04-2008 - 12-2008
2008 (2-months)
Hired to oversee the plant closure in Dallas, coordinate environmental cleanup, oversaw the disassemble of the equipment, shipped equipment to our Omaha plant. One month after this assignment was hired as the Plant Manager for the Newark CA plant. This plant was closed in January '09 due to the downturn in business. Hired as a consultant for two-months to develop a restart plan, three-months later was rehired as the Plant Manager to restart the plant.
Regional Steel Corporation General Manager
(Fontana, Las Vegas, Tracy) 2007 - 02/2008
Operations: Responsible for the performance of three plants, located in California (Fontana & Tracy) and Nevada (Las Vegas). Developed programs and the appropriate command and control procedures to manage the operations of the three plants including safety, budget, personnel, environmental and maintenance
Shipping: Negotiated rates and terms with trucking companies. Scheduled and coordinated shipments between the shops, field and trucking companies. This included coordinating oversize loads and special handling - delivery requirements.
Maintenance: Developed a preventative maintenance program to minimize equipment downtime.
Safety: Developed a Training Program to provide basic operator training on how to operate the equipment safely. This program was in response to two OSHA violations, which happened prior to my hire.
Oatey Quality Assurance Manager - Newark CA
Operations Manager - Dallas TX
Manufacturing Manager - Newark CA 2005 - 2007
2002 - 2005
1998 - 2002
ISO: Lead the certification team for the Dallas plant. Completed Newark's recertification in 2007.
Operations: Responsible for all aspect of the Dallas plant including safety, budget, personnel, environmental and maintenance.
Manufacturing: Responsible for manufacturing management in adhesives and injection molding. My responsibility included hiring, training and meeting the productivity and budgetary goals, while ensuring that all established quality and environmental standards are met.
Scheduling & Shipping: Scheduled production for two plants, purchased raw materials, and scheduled personnel to meet the production requirements. Developed schedules for both incoming and outgoing shipments. These shipments included both domestic and international shipments of flammable product.
Maintenance: Responsible for the scheduling maintenance, including preventative maintenance, for both manufacturing and facilities.
Quality: Developed Standard Operating Procedures, work instructions and key process indicators. Ensured that all requirements were met to maintain our listings with different certificating agencies (NSF, UL, and IAPMO).
Purchasing: Purchased all raw materials during the six-months the purchasing manager was on leave. Hired and trained a new purchasing manager. Increased inventory turns by reducing safety stocks and order quantity.
Union Sanitary District Director 08/2007 - Present
03/95 - 05/2002
The Director position is an elected position. I was appointed to fill a vacancy in 1995, and was elected in the 1996 spring election to a four-year term.
Policy: Set public policy for the sanitary district servicing Fremont, Newark and Union City.
Budget: Established and approved both the operating budget and capital budget for the district.
Labor: Approved labor negations and contracts with the labor union for the USD employees.
Governmental: Worked with government agencies and elected officials to influence policies which would have an impact on the Districts operations. This impact could be positive or negative.
Rate Adjustments: Set the districts rates, attended public hearings to explain the budgets and the rational behind rate adjustments.
Construction: Approved construction projects, evaluated projects at key milestones, and informed the public of local impacts from the construction projects thru neighborhood hearings.
EBDA: Member of the Board of Directors for the East Bay Dischargers Authority, a joint government authority.
Material Science Corp. / Pre-Finish Metals Production Planning Manager 4/97 - 3/98
Production Scheduling: Balanced the scheduling needs of sales with the efficiency requirements to operate the production line. This balancing included the establishment of scheduling guidelines and a system to approve exceptions to these guidelines.
Purchasing: Responsibilities included managing the forecasting of raw materials. The timeline for this forecasting varied from a few days to five months, depending upon the raw material. The ordering of materials was dedicated by a combination of firm orders and forecasted float. The float consisted of safety stock, surplus for incidental business and was balanced through the purchasing of material(s), which could be cross-applied.
Vendor Management: Vendor management had two major areas of focus. The first area was the negotiation of price and quantity discounts. Included in this negotiation was the management of the vendor-stocking program. These stocking programs established the items and inventory levels the vendors agreed to maintain in inventory, decreasing the lead time our customers had to place their orders. The second area was the monitoring of the vendor performance. This monitoring included the tracking of both on-time deliveries and on-line quality problems. These results were communicated to the vendors in a monthly performance review.
ISO Steering Committee: Responsible for the development, and modification, of ISO procedures affecting the Production Planning Department. Reviewing these procedures with the affected departments and presented the recommendations to steering committee.
FUJI TRUCOLOR Operations Manager Sept. 1990 to April 1997
Directed the start up of the Union City plant including hiring of management and production employees, installation of equipment, and acquiring the necessary permits (city, environmental, and county). In addition to the physical plant requirements, it was my responsibility to develop a plant culture and pull the workforce (approximately 100 people) together with a common vision and goals.
Developed a shipping / delivery program to provide 7-day service to out customers in California, Oregon, Nevada and Washington. This delivery service was a combination of our own fleet, 3rd party and air. Developed a 7-day service program to service our customers in Alaska. Alaska required a two-day service schedule.
Directed the project and operations management of the remodeling of the Hayward plant (1995-1996). Responsibilities included construction management for the remodeling of the plant ($900,000 project). During the remodeling project, I was the Operations Manager for both plants (Hayward & Union City). This consolidation required merging two different plant cultures into one team. Currently the merged plant has over 200 employees from diverse backgrounds and annual sales exceeding $27 million.
Developed ties with both the regional regulatory agencies and trade associations affecting our industry. My success with developing a good working relationship with local regulatory agencies was validated with my appointment to the Board of Directors of the Union Sanitary District in March, 1995. Elected President of the Northern California Photo Marketing Association (125 member firms); appointed to the technical advisory committee of the Society of Photofinishing Engineers (SPFE), a committee of the international organization (25,000 members); and my presentations on environmental (Ag Recovery) and technical topics at international trade shows.
Contact this candidate