Management Supervisor

James W. Clark

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

York Pa *****

Phone 717-***-****

Email ************@*****.***

Career Objective

To obtain a position in a company where my skills and experience will add

value to the operation every day

Experience/Skills

White Oak Design & Display Production Manager

April 2012 to November2012 (Laid off)

Operations Management - Oversees all operations managing 30 hourly

employees and 2 supervisors.

. Develop weekly production schedules

. Consistently meet labor targets by adjusting staffing levels

accordingly

. Coach and disciplined employees as needed

. Train new hirers

. Conduct employee evaluations

. Attainted an average of 97.79% of shipments made on time

LPP: Lancaster Preferred Partners Supervisor

July 2011 to April 2012

Operations Management - Responsible for the 2nd shift operations.

. Training of new employees

. Drove down the Hours Per Unit numbers using Lean

. Set up the assembly line with Lean Manufacturing

. Conducted Safety Audits in the area

. Coached and disciplined employees as needed

Gichner Shelter Systems Supervisor

December 2009-June 2011

Operations Management - Responsible for the 3rd shift production and

refurbishing of shelters for the military.

. Trained, disciplined, and coached employees as needed

. Conducted yearly performance evaluations

. Completed monthly projects and submit a report when project is

completed

. Reconfigured production line to follow the lean manufacturing concept

Patterson Logistics Coordinator

September 2008- December 2009

Operations Management - Responsible for 2nd shift order filling and loading

of trucks to insure product reaches the customer in a timely manner and

within budget.

. Trained new hires

. Held daily huddles and safety meetings with employees to review

performance to goals

. Coached employees on reduction of errors

. Conducted audits to ensure proper procedures and best practices are

followed

. Reduced internal and external logistical errors by 15% in the 4th

quarter over the 3rd quarter

. Oversaw the logistics of two other entities

BAE Ground Systems Production Supervisor

November 2005 - April 2008

Operations Management - Directly responsible for managing union employees

and oversaw scheduling for all three shifts.

. Reduced repair/ test time from 9 to 6 days

. Implemented the use of updated Daily Schedule Control (DSC) on the

assembly line

. Decreased the average hours per vehicle (HPV) by 15%

. Performed safety incident investigations

. Implemented the "6s" system on the assembly line

. Reduced average defects from 15 to 4 defects per vehicle

. Utilized Lean Manufacturing principles on the assembly line

. Conducted daily safety and quality meetings with union personnel

White Oak Design & Display Production Supervisor

February 2004 - November 2005

Operations Management - supervised a staff of 18 hourly employees.

. Attended daily meetings with the sales department to insure all

materials needed were ordered in a timely manner

. Accountable for up to 30 non-union hourly employees

. Coordinated with Temporary Agencies to acquire the needed manpower to

complete the jobs on time and within budget

. Reported directly to the CEO, providing continuous updates on the

status of all customer orders

Harley Davidson Motor Company Production Supervisor

November 1989 - February 2004

Operations Management - Managed a staff of 50 union employees on 1st shift.

. Member of the Paint Technical Training Team. Responsibilities included:

rewriting work instructions procedures, and training employees to

become ISO certified

. Instituted Lean Manufacturing throughout the paint shop. Decreased

total manpower by 9% while increasing output and productivity by 20 %

. Oversaw the "Wet Paint," "Clear Coat," "Pin Stripe," and "Decal" areas

of the shop to insure quality prior to final buffing of tanks and

fenders prior to assembly

. Assisted with the set up and launch of the new paint shop designed for

the soft tail assembly line

. Provided daily safety and quality training with team members/hourly

employees

. Before going into management I had worked in the tank and fender

department as a metal finisher for 5 years taking out dents and metal

imperfections before going to the paint department.

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