Manager Sales

DONALD LEON PICKREN, JR.

***** ********* ******

Northport, Alabama 35475

E-Mail Address: *********@*****.***

Phone: 205-***-****

PROFESSIONAL EXPERIENCE

FAURECIA April 2011 - March 2013

Logistics and Production Management(Tuscaloosa, Alabama)

Managed evening and night shift injection molding and assembly operations along with logistics/customer service on all

shifts. Responsible for establishing goals and standards for staff; building customer relationships; working as a team

player with others; coaching and developing staff; recognizing and rewarding staff performance; and following-up and

following through on commitments and self and staff work assignments:

The accomplishments achieved while in these positions are:

• Customer interface, scheduling and supervision of all Injection molding presses and operations.

• Implemented a customer focused scheduling process that increased on time customer deliveries from

less than 70% to 95% while reducing expedited freight and reducing changeover associated downtime

• Established an off-site warehouse and implemented an effective FIFO process to ensure all product

delivered had a required 72 hour cure time

• Implemented a warehouse process that visually tracked inventory while facilitating a FIFO process on

all components. Held directly responsible for inventory accuracy

• Provided direct supervision, leadership, coaching to team members

• Computer proficient in all Microsoft Office applications and SAP

• Supervised 2nd and 3rd shift Injection Molding

CONCOURS MOLD August 2010 - January 2011

General Manager(Cullman Alabama)

Responsible for all sales, operations and supervision of a 40 person mold repair and injection molding facility.

The accomplishments achieved while in the position were:

• Established a metrics driven method of measuring and improving performance

• Reduced overtime by 17%

• Increased billable hours by 4%

• Increased Employee Participation by 31%

SENIOR MANUFACTURING CONSULTANT July 2008 - August 2010

Worked on a contract basis with various companies in the areas of productivity, delivery, safety, quality to drive

immediate and maintainable improvement to the net income performance of the facilities. Some of the major

accomplishments during these assignments were:

• Selection, Installation, Training and Implementation of PM software for the tracking of all facility/operational

work orders, assets, purchasing and employee maintenance related hours. Also established a projected 5

year capital plan along with an analysis of all current facility needs.

• Responsible for all aspects of the start-up and management of a new facility for the manufacturing /production

of liquid fertilizer and other chemical products for distributors and the consumer markets

• Implemented daily performance metrics for all manufacturing and assembly departments

• Initiated Improvements that generated $418,000 in annualized savings while identifying an

additional $594,000 of annual saving have been identified and planned for implementation

• Improved On-Time delivery performance from 87.4% to 99.7%

• Performed initial analysis on the logistics and relocation of a facility

PHILLIPS SERVICE INDUSTRIES 2004-July 2008

Vice President of Operations and Sales, (Livonia, Michigan) Workforce consists of 285 team members generating

over $80M in annual sales. Complete P&L Responsibility for two divisions encompassing eight operations

facilities and fifty-six remote locations across the United States and Mexico Completed a turnaround in the areas

of quality, delivery and customer satisfaction. Six of these locations are within the Repairable Services Division

(RSI) focused on repairing capital assets including robots, electronics, motors, and ball screw manufacturing. The

other two locations are within the Evana Automation Division focused on the complete design and build of

automated assembly systems.

• Managed and trained staff and their reports on company policy and procedures

• Started greenfield manufacturing & engineering facilities in Plano, Texas and Saltillo Mexico.

• Developed and Implemented effective safety practices at each location

• Completed the Expansion of the Evana Evansville, Indiana facility, which more than doubled the floor

space for equipment builds and machining.

• Implemented a structured 5S program / lean manufacturing culture, which lead to improvements in

employee moral as well as quality, cost and delivery.

• Implemented daily manufacturing measurables to drive improvement in all areas of operations, sales and

customer service.

• Restructured all departments to provide more timely support to our customers and operations while

reducing workforce by over 25%.

EBERSPAECHER NORTH AMERICA 2002-2004

Vice President Operations,(Novi, Michigan) Responsible for all exhaust system manufacturing operations

including initial customer quote process, supplier engineering and all mass production locations for the North

American market.

Constructed (building and infrastructure) and staffed three green field locations.

Staffed customer and operations engineering departments.

Implemented financial and team member Strategy and Structure to support growth

Implemented an effective succession plan

Created employee handbook for North American Operations

Developed a North American supply base for tooling and components.

“Americanized” European process for the North American market

Developed and implemented self-directed team based work environment.

Worked with development team to secure seven new platforms during 2003 and 2004 that grew the

business from zero in sales to over 250M in annual sales.

Achieved certification in TS16949.

Reduced work force by 40% at the JIS facility in Brampton, Ontario during first 9 months of production

through workflow improvements and cycle time reductions.

Maintained 100% delivery and 50 PPM during first year of production across all locations.

ZF INDUSTRIES 1996-2002

Plant Manager, (Tuscaloosa, Alabama.1998-2002) Responsible for all manufacturing operations including

differential and axle assembly process as well as sales purchasing and program management in a Tier I JIT

environment

Delivery of 250+ million annually of sequenced axle systems.

Implemented Six Sigma philosophy in the operating system.

Led Team Members to vote on-going organizing effort down 2:1 in January 1999. Later led implementation

of labor contract after corporate decision to remain neutral and recognition of representation.

Improved customer 0-mile PPM quality from over 4600 PPM in 1998 to less than 20-PPM year to date

2002.

Led ZF Tuscaloosa operation to Automotive News PACE Award for ergonomic program development in

2001.

Developed Strategic Planning process for local operation to guide procurement of future business.

Introduced certification efforts for QS-9000 and ISO-14001 initiatives to meet customer requirements.

Improved customer satisfaction from seventy-seven percent in 1998 to over ninety percent to date.

Restructured entire organization through internal promotions and outside talent to create a quality focused

lean manufacturing process

ZF INDUSTRIES (con’t)

Plant Manager, (Gainesville, Georgia.1996-1998) Responsible for all manufacturing operations including gear,

shaft and housing machinery needed for assembly of 100+ million annual sales of 5 and 6 speed manual

transmissions for Ford and General Motors.

Relocated service business from a sister plant and improved rating from 40% to 100% in less than 6

months.

Improved housing and gear machining utilization by 45+%

Established a tool identification system for all company and customer owned tooling.

Improved customer 0-mile PPM quality to less than 14 PPM by utilizing an advanced assembly approach

emphasizing mistake proofing and 100% testing.

Improved operating performance from a break-even business to 5.3% ROS in 2-1/2 years.

Obtained QS-9000 certification using an effective team based process using the Ford (QOS) Quality

Operating System.

Launched new 6 speed transmission for Ford in December 1997 with 0 customer PPM and best in class

warranty performance.

BUNDY CORPORATION 1994-1996

Plant Manager, (Cartersville, Georgia) P&L responsibility for all aspects of managing a facility with 65 million +

sales annually that is also the largest of Bundy’s 16 North American Facilities.

Implemented an AQP Launch Management department resulting in 100% customer satisfaction for all

engineering changes and 1996 launches.

Improved profitability to become the leader among Bundy’s North American Facilities by utilizing self

directed teams in the work center approach to manufacturing.

Implemented the Ford (QOS) Quality Operating System at the plant and Corporate levels.

Through QOS and increased employee involvement, defeated a union-organizing attempt that was in

process during December 1994 and the 1st quarter of 1995.

Obtained the Chrysler Gold Petastar Award.

Initiated preparations for ISO9000 and QS9000 certifications during the 4 th quarter of 1996.

Regained Q1 status of a facility that was placed on Phase II Q1 probation in November 1994.

TRW VEHICLE SAFETY SYSTEMS, INC.1989-1994

Assistant Plant Manager, (McAllen, Texas. 1993-1994) Plan, organize and direct the activities of all functional

departments with added emphasis on manufacturing, quality and new programs to ensure profitability and

customer satisfaction in a factory with annual sales 100+ million annually.

Increased plant overall effectively by 14% and lowered plant operating costs by 19%.

Improved customer perception of the facility by improved response time and increased communications.

Obtained Ford Q1 Award.

Improved the implementation of all new projects by formalizing a launch management department.

Implemented an operator based self-audit system to monitor and drive improvement of plant objectives.

Manufacturing Manager, (Louisville, Mississippi.1989-1993)

ALLIED SIGNAL, INC., AUTOMOTIVE SECTOR, BENDIX SAFETY RESTRAINTS DIVISION, 1984-1989

Work Center Manager,(Greenville, Alabama)

DIVERSIFIED PRODUCTS1983-1984

Production Foreman (Opelika, Alabama)

EDUCATION

B.S.B.A., Auburn University, Auburn, AL, 1983

Major: Industrial Management

ADVANCED COURSEWORK

Six Sigma Champion/Green Belt

Strategic Planning

Executive Effectiveness

Union Avoidance

8-D Problem Solving

QOS

TPS

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