SUMMARY

Senior level operations and project manager with P&L responsibility experience as well as extensive experience and expertise in manufacturing operations, Six Sigma (Green Belt), Lean Manufacturing, safety and environmental in both start up and turn around businesses. Common sense, hands on problem solver with a BS in Business Administration and a combination of manufacturing, business acumen and strong customer focus.

EXPERIENCE

Interplex Engineered Products

East Providence, Rhode Island

Molding & Automation Operations Manager 2015 – 2017

Molding & Automation Operations Manager for a $30M business venture with responsibility for planning and directing all aspects of the molding and automation operation to support the strategic direction of the company. Responsibilities include the use of continuous improvement methodologies, such as lean manufacturing, Six Sigma and TQM, to plan and direct the development, implementation, modification and maintenance of manufacturing methods for existing products as well as new products and technologies.

Within first six months of hire, recruited and trained a new workforce to staff a three-shift molding operation in support of a start-up business venture in the reel-to-reel molding industry.

Chaired twice-weekly conference calls with largest automotive customer to insure customer satisfaction.

Implemented a 24/7 automation operation to achieve full capacity in order to meet aggressive customer demands.

Introduced lean methodologies to support cost effective and efficient manufacturing processes.

Implemented shift start-up meetings to insure effective transfer of information on equipment status, quality issues, and staffing requirements in order to meet production targets.

Investigated production shortages and developed and implemented corrective actions when necessary.

Worked with Sales Engineering to prepare pricing proposals for new business opportunities and provide new product samples within time constraints.

Participated on the Quality Improvement Team in the resolution of quality issues.

TOTAL/Hutchinson Group - Barry Controls Division

Hopkinton, Massachusetts

Manufacturing Manager 2008 – 2013

Manufacturing Manager of an $85M business responsible for organizing, coordinating and managing daily operations in the manufacture of engineered solutions for control of shock and vibration for the Defense, Railroad and Industrial markets. Responsibilities include formulating policies, resources planning and implementing continuous improvement processes for safe, efficient and cost effective use of materials, methods, equipment and human resources coupled with equipment and facilities responsibilities.

Managed production during a period of significant top line growth from $67.1M in 2008 to $88.6M in 2013.

Coordinated design review meetings with Design Engineering, Process Engineering, Quality Engineering and Material Planner representatives.

Team Leader recipient of the TOTAL 2011 Innovators Safety Award.

Achieved “0” Lost Time Accidents for 32 months.

Reduced scrap metric from 1.5% of sales in May 2008 to 0.6% of sales in May 2013.

Utilized Lean tools to analyze efficiency variances.

Increased throughput on the assembly of stabilizing mounts for military ship generators from 40 units/month to 173 units/month which increased monthly sales by $478.8K.

Implemented a skills development and cross training matrix.

TracRac, Inc.

Fall River, Massachusetts

Operations Manager 2006 – 2007

Production Manager responsible for the launch/start up of high volume GM T900 Cargo Management Program in support of 5 General Motors Assembly Plants including initial and ongoing hiring and training of all shift employees and coordination of logistics and shipping. Within 6 months increased TracRac’s revenue from $14M to $40M. Promoted to Operations Manager taking on additional responsibility of safety programs and facilities maintenance for 3 manufacturing buildings, equipment preventive maintenance, deploying Lean Manufacturing concepts and implementing company-wide quality initiatives to meet automotive industry standards (ISO/TS 16949). Accomplishments included:

Managed direct labor and machine shop workforce aligning staffing requirements with customer demands which resulted in 13 consecutive months of On Time Delivery (OTD) performance.

Improved raw component and finished goods inventory accuracy from 85% to 96% through implementation of daily cycle counting and bill of material auditing.

Ensured OSHA/EPA compliance for safety programs and chemical usage including semi-annual and annual reporting to government agencies.

Implemented Lean Manufacturing concepts to redesign layout of warehouse floor freeing up 2.7k square feet for additional press room capacity.

Reduced cycle time in accessory packing operations by improving product flow which minimized material handling.

Incorporated real time reconciliation of physical inventory.

Stoneridge Corporation - Pollak Switch Products Division

Canton, Massachusetts

Manufacturing Manager 2000 – 2005

Managed manufacturing of electronic sensors and electro-mechanical switches in support of automotive markets for $38M business. Responsibilities included full P&L as well as performance measurement metrics associated with scrap and internal defective PPM reduction and delivery performance and the implementation of Lean Manufacturing initiatives geared toward reducing warehouse space and balancing production line flow. Accomplishments included:

Reduced scrap metric as % Cost of Goods Sold from 1.8% to .9%.

Reduced defective PPM from 14,588 to 4,524.

Improved delivery performance from 86.1% to 98.5%.

Reduced of warehouse space of 950 cubic feet.

Reduced direct labor requirements on 5 production lines.

Achieved 38 consecutive months without a lost time accident.

OTHER RELEVANT EXPERIENCE

Texas Instruments

Attleboro, Massachusetts

Senior Manufacturing Supervisor 1986 – 2000

Responsible for the supervision of three-shift operations across multiple manufacturing businesses ranging in size from $21M to $90M which included metal finishing, stamping and assembly operations and including P&L responsibility for a $600K support business. Responsibilities included the supervision and coaching of up to 200 direct labor and exempt employees, interfacing with customers, performance measurement metrics, safety audits, lean manufacturing initiatives and financial performance. Also supported new product start-ups as well as off-shore product transfers.

EDUCATION

B. S. Business Administration 1986

Bryant University, Smithfield, RI

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