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Supply Chain Manager

August 28, 2017

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Dan Trojacek


Director of Operations

A profit-driven, decision-making, goal-setting, customer-focused, and process-improvement Manufacturing Operations executive with 20+ years of extensive hands-on operational leadership and teambuilding experience, with a proven track record of successfully delivering value and cost-effective results. Experience and expertise to leverage Lean Six Sigma Master Black Belt, Manager of Quality and Operational Excellence and Supply Chain Management education, training and certifications to support proven expertise in aligning manufacturing operations with business objectives. Successfully implemented rigorous process improvements and sustainment controls to maximize profits.

Areas of Expertise

Profit & Loss Responsibility / Management Certified Lean Six Sigma Master Black Belt

Strategic, Tactical Leadership / Teambuilding Certified Manager of Quality & Operational Excellence

Labor / Resource / Training Management Certificate, Safety / Safety Procedures OSHA 30 Hour

Certificate, Supply Chain Management Inventory / Material / Procurement Management

Performance Management Change Management

Work History

Dan Trojacek Consulting 2010 - Present

American Contract Furniture, City of Industry, CA

Revenue $50 Million; 5 Direct, 50 Indirect reports; Reported directly to the President / COO.

Responsible for providing leadership and direction to functions such as: Operations, Finance, Sales, Human Resources, Safety & Engineering. With responsibility for Profit and Loss, worked closely with senior customer representatives to drive business performance to achieve growth plans.

Directed the entire operation of this multiple branded and high-quality furniture engineering, manufacturing and distribution company with investments and factories owned in the USA and Indonesia, and partner manufacturing companies in Mexico and China

Worked closely with Controller/CFO and Human Resources to develop the process flow of the company, developing and formulating manufacturing and operational metrics, controls and policies, tying together each operational process to the appropriate finance and accounting process, essentially developing and documenting the Standard Operating Procedures for the Company

Assisted company officers and senior staff members in a very collaborative environment in administration and product innovation, and the development and formulation of long and short range business planning, strategy, policies, program budgets and objectives including safety procedures and standards

Developed with the Plant Manager, the new factory layout of approximately 15,000 square feet of production and warehouse space utilizing Lean Manufacturing tools and initiatives and an analytical approach

Collaborated with Information Technology consultants in the coordination, selection and acquisition of an Enterprise Resource Planning program, including communication with SAP, JD Edwards, and Microsoft

Davis Wire Corporation, Irwindale, CA

Revenue $100M; 8 Direct, 150 Indirect, unionized reports; Reported directly to the Vice President / GM

Improved safety performance “Days Without a Recordable Accident” from 31 to 177 days through by training and encouraging employee involvement in complying with Cal-OSHA Regulations

Directed performance improvement and production activities and functions to increase throughput from average of 8,500 tons to 9,500 tons per month

Wickline Bedding / Stylution USA, Escondido, CA

Revenue $ Confidential (NDA); 1 Direct, 30 Indirect reports; Reported to the President

Contracted to review and analyze plant operations specific to P&L, material costs, and overhead in the development and increased profitability of a new product line

Pleasant Mattress, Fresno, CA

Revenue $ Confidential (NDA); 1 Direct, 85 Indirect reports; Reported to the President / Owner

Contracted to train & evaluate plant management and floor operations and develop quality control & assurance program for finished products and raw materials including foam

Anatomic Global Inc., Corona, CA

Revenue $20M; 2 Direct, 130 indirect reports; Reported directly to the CEO / Owner

Responsible for P & L related cost center activities including establishing the vision, planning, developing, implementing, and monitoring the documentation and reporting policies, controls and processes to ensure consistent quality of raw materials and finished goods, efficient production throughput, low cost labor, scrap reduction and control, on-time delivery, regulatory compliance and overall operational excellence and business performance to meet customer requirements

Lead the essential licensing, design, development, installation, production, and fabrication and distribution logistics for the project, a non-profit, 501.3c humanitarian project of Anatomic Global Inc

Developed the strategy, vision, goals, and innovation of manufacturing processes and logistics personnel, taking production from zero to 500 pieces per shift within 45 days of start-up and beat deadline by 45 days while maintaining high quality throughput and effectiveness of product

Advanced a risk taking, multi-million dollar manufacturing expansion increasing production throughput from 200 to 2,000 pcs/day to support a 300% increase in sales [$20Mto $60M] using certified lean six sigma and operational excellence skills and experience to evaluate operational success and design, and deploy process improvements utilizing Lean Manufacturing principles


Revenue $ Confidential (NDA); Reported to Business Owner

Guide business entrepreneurs in issue resolution toward building businesses growth and success

Facilitate mentoring relationship utilizing strong communication and strong analytical skills

Director of Operations, California Faucets Inc., Huntington Beach, CA 2007 - 2009

Revenue $15M; 4 Direct, 80 Indirect reports; Reported directly to the CEO / Owner

Responsible for P & L related cost center activities including forecasting, production, technical management, supply chain, procurement, inventory, information technology, and maintenance and repairs

Reduced lead times from 12 to 6 week goals and created a competitive advantage by collaborating with sales and marketing in the development and execution of product manufacturing flow and continuous improvement driven by, and utilizing lean six sigma tools and initiatives

Saved approximately $10K per week in labor costs by using strong analytical skills to reduce headcount and reorganize the work-force through employee development and training

Eliminated approximately $100K of obsolete inventories by developing and implementing an S&OP process and systems

The Spring Air Company 2002 – 2007

Vice President of Operations (Plant) and Director of Manufacturing (Corp), Lacey, WA (Relocation)

Revenue $65M; 8 Direct, 110 Indirect, unionized reports; Reported to 2 Managing Directors / Owners

Responsible for, in a dual role, the P & L related activities of the manufacturing operations including supply chain, logistics, labor, production and assembly scheduling, Human Resources, IT, facilities maintenance and repair, and office administration

Spearheaded federal regulation compliance (CPSC 16 CFR Part 1633) with new data collection and archiving solutions

Played key role as a team member that generated $250K in incremental sales in 1 month by developing a custom and innovative product constructed to customer specifications by listening to the Voice of the Customer

West Region Director of Operations, City of Industry, CA (Promotion)

Revenue of $120M; 9 Direct, 350 Indirect, unionized reports; Reported to the Corporate COO

Simultaneously Managed, in a newly created position, with full P & L responsibility, the corporation’s largest division comprised of 4 facilities in 3 states having a combined budget exceeding $110M, with approximately 350 employees, union and non-union

Developed and implemented, with full accountability, a performance metric and KPIs dashboard which was adopted as a Best Practice for use company-wide, establishing the foundation for ISO 9000 certification

Recognition received includes Safest Factory, Most Profitable Factory, Most Improved Factory, Factory of the Year

Facilitator, Kaizen event, resulting in a new department layout and subsequent production improvement goals of 85 pieces/day, or 20%

Member of the Steering Committee representing company-wide operations in the selection and development of a new ERP system with SAP

Vice President of Operations, City of Industry, CA

Revenue $78M; 10 Direct, 175 Indirect, unionized reports; Reported to the facility President

Full P & L responsibility for the $78M operating budget, including budgeting and capital expenditure ROI and overall organizational effectiveness

Increased sales 12% in less than one year, resulting in unanticipated recognition Factory of the Year by building and leading cross-functional teams and implementing a successful quality assurance program

Developed an efficient production layout resulting in 18% more product throughput as a Kaizen event team leader

Organization Memberships

Vistage Key Executive Group

APICS (Association for Operations Management); ASQ (American Society for Quality);

IOE (Institute for Operational Excellence); CSCMP (Council of Supply Chain Management Professionals)

Education and Professional Development

Bachelor’s Business Administration, Sierra University, Costa Mesa, California

Certified Lean Six Sigma Master Black Belt Certified Manager of Quality and Operational Excellence

Certificate Strategic Organizational Leadership Master Certificate Supply Chain Management

Certificate Business Analysis Essentials Master Certificate Six Sigma

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