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Sales Management

Location:
Atlanta, GA
Posted:
June 20, 2017

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Resume:

Summary

A proven and passionate Senior Manufacturing Professional, proficient in being the change agent improving existing processes to ultimately achieve World Class Performance by never accepting the status quo. Achieve and maintain the goals of the business using such tools as Lean Manufacturing techniques, Six Sigma, Materials Management Principals with the enthusiastic management of people using KPI's (setting goals) and holding people accountable for performance.

Experience

Regional/Plant Operations Manager at Georgia-Pacific LLC

August 2014 - Present (2 years 10 months) {note was recruited back to Georgia Pacific}

Responsibilities/Accomplishments: Full general management responsibilities/accountability for three manufacturing locations; oversee all aspects of the plant operations as well as interacting with procurement of raw materials and sales/customers of the products the mill will generate. Implement all safety/ environmental rules and regulations set forth by Georgia-Pacific. Ensure and maintain compliance with all corporate policies and procedures.

Full P&L responsibility for area production of more than $150 million dollars in Sales Revenue (manufacturing approximately 350 million MBF of dimension southern yellow pine lumber), kiln drying, and shipments, and facility interaction with customers.

Re-Organized structure of Facilities Management Staff evaluating personnel for retention or non-retention at locations.

Process Improvement efforts with Capital Equipment upgrades and justifications. (IRR, NPV, Pro-Forma Development) with budgeting for current and future capital projects.

Full accountability for mill/sales/customer interface, ensuring that customer expectations are understood and met.

Continuously analyzing production flows and leading others to never accept the ("Status Quo"), facilities have improved production capacity by 8.69% with Grade yields climbing by 15%.

Focus on evoking change management through implementation of OPEX Methodology to optimize/reduce costs.

Capex achievements CDK installation on time and on budget ($12.5 Million), Comact Auto grader installation ($6.5 Million) started up on time and on budget, exceeding run rate expectations by 12% above historical.

Vice President of Operations at SWISSKRONO (Formerly Kronotex USA Barnwell SC)

September 2007 - August 2014 (7 years)

Responsibilities/Accomplishments: Full general management responsibilities/accountability for all

Manufacturing Operations, Logistics and Warehousing (Internal and External), coordination of procurement activities for all raw materials required for production of over 200 SKU's. Interface with Sales/Customers of the products the factory generated. Developed and implemented safety/environmental rules and regulations set forth by Kronotex USA LLC. Developed, ensured and maintained compliance with all corporate policies and procedures.

Full P&L responsibility with total Sales Volume more than $180 million (20 - 24 million M2 of laminate flooring).

Full Operational responsibility for all Manufacturing activities and all support functions (more than 200 SKU's).

Full accountability for factory/sales/customer interface, ensuring that customer expectations are met achieving a .5% of sales to claims rate.

Achieved ISO 9000 certification in addition to Green Guard Certification.

Continuously analyzed production flows and led others to continuously improve processes increasing capacity 38%. This process improvement was through Six Sigma application and Never accepting "Status Quo".

Led improvement efforts in equipment upgrades and justifications. (IRR, NPV, Pro-Forma Development)

Capital Improvements included specification, purchasing, staffing, and starting up of one Homag Laminate Flooring line (8.5 M Euros), Wemhoner Quick Cycle press system (5.5 M Euros), and two VITs Paper impregnation lines (29.5 M Euros).

Drove change through consistent and concise leadership, championing the role of "Change Agent".

Implemented of programs 5-S, MP2, Preventative Maintenance, and SOP Training.

Re-Organized structure of Facilities Management Staff evaluating personnel for retention.

Drove the budgeting and goal setting process for Manufacturing Operations, achieving record cost reductions.

Development of Lean Six Sigma approach to Quality control and development of culture accordingly.

Northern Area Manager at Georgia-Pacific LLC (Facilities in North Carolina and Virginia)

March 2005 - August 2007 (2 year 7 months)

Responsibilities/Accomplishments: Full general management responsibilities/accountability for five manufacturing locations; oversee all aspects of the plant operations as well as interacting with Procurement of raw materials and Sales/Customers of the products the mill will generate. Implement all safety/ environmental rules and regulations set forth by Georgia-Pacific. Ensure and maintain compliance with all corporate policies and procedures.

Full P&L responsibility for Area production more than $750 million (manufacturing approximately 300 million MBF of dimension southern yellow pine lumber), kiln drying, and shipments), interaction with customers

Re-Organized structure of Facilities Management Staff evaluating personnel for retention or non-retention at three locations.

Process Improvement efforts with Capital Equipment upgrades and justifications. (IRR, NPV, Pro-Forma Development)

Full accountability for mill/sales/customer interface, ensuring that customer expectations are understood and met.

Continuously analyzed production flows/leading others to continuously improve process. (Never accepting "Status Quo")

Turnaround situation evoking change management. Implementation of 5S, OPEX Methodology.

Full P&L responsibility for plant production more than $32 million (manufacturing approx. 90 million MBF SYP)

Re-Organized structure of several Facilities Management Staff evaluating personnel for selection & deselection.

Plant Manager at Georgia-Pacific LLC (Princeton WV)

October 1997 - March 2005 (7 years 6 months)

Responsibilities/Accomplishments: Full general management responsibilities/accountability; oversee all aspects of the plant operations as well as interacting with Procurement of raw materials and Sales/Customers of the products the mill will generate. Implement all safety/environmental rules and regulations set forth by Georgia-Pacific. Ensure and maintain compliance with all corporate policies and procedures.

Full P&L responsibility for plant production more than $21 million (manufacturing (approximately 30 million MBF), kiln drying, and shipments), interaction with customers. (Note: One of the Largest Hardwood Sawmills on the East Coast)

Developed more than 20 new product offerings from existing raw materials, all based on prospective customer needs and coordinated through territory sales people.

Moved Market Segmentation matrix form being weighted heavily to just one segment to an even percentage across the board to reduce mill vulnerability. Managed all planning/scheduling/execution for production runs and product mixes.

Managed Capital projects ranging from $1.8 Million to $10,000, these projects focused on the installation of new production equipment and revising of existing facilities. (Dry Kilns, Additional Decks, Rolling Stock, Etc.)

Performed process analysis to discern optimal yields and production with market dynamics.

Created of a Quality Control program encompassing all aspects of the manufacturing process. Program utilized a real-time Lumber-measuring portion, which has achieved product variance reductions and increases in raw material utilization.

Installation of a Real-Time Lumber SPC program totally networked and integrated with Wonderware.

Other Positions Held

Senior Industrial Engineer at Bell + Howell Publication Sys Company (Wooster OH)

Industrial Engineer / Safety Director at Georgia-Pacific LLC (Dudley NC)

IT Technician at The Procter & Gamble Company (Greenville NC)

Military Service

Petty Officer Third Class, Rating Storekeeper at United States Navy Reserve

April 1986 - April 1992 (6 years 1 month)

Supervised work groups of 5 to 15 members, dealt with supply related paper work. Earned Ammunition and Basic Cargo Handling certifications, completed Hold Boss requirements and served as Hold Boss of a Hatch Team with Reserve Cargo Handling Battalion Nine during OPERATION DESERT STORM.

Education

East Carolina University

Masters, Business Administration

Activities and Societies: Beta Gamma Sigma Club

West Virginia University

BS, Industrial Engineering

Activities and Societies: Institute of Industrial Engineers

Certifications

Lean/Six Sigma Black Belt 2008

Villanova University

Lean Manufacturing 2000

Virginia Tech University



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