ANDRE MIKHAEL

ac18ke@r.postjobfree.com

514-***-****

EXECUTIVE, GLOBAL MANUFACTURING OPERATIONS

PRODUCTIVITY IMPROVEMENT COST REDUCTION STRATEGIC ALLIANCES P&L MANAGEMENT Senior Manufacturing Leader with 15+ years of exceptional results in operations leadership with leading materials producers achieving high EBIT and Asset Turnover through continuous improvement, cost reduction and productivity enhancement. Sought after leader combining strategic vision with insight into systems/process efficiencies, able to restructure organization and streamline processes for optimum efficiency, build and motivate productive workforce. Record of significant reductions in materials use and scrap, quality and equipment uptime. Outstanding communication and relationship management skills; effectively manage clients and vendors, develop strategic alliances. Strong financial management skills, extensive knowledge of LEAN and Six Sigma principles and bottleneck management.

P&L Operations Management Business Development Strategic Planning Plant Management Restructuring

Plant Startups Financial Management Cost Reduction Supply Chain Management Outsourcing Process Improvement LEAN/Six Sigma TQM Team Leadership Labor Relations Workforce Planning Training/Development Client Relations Customer Service PROFESSIONAL EXPERIENCE

TAKWEEN ADVANCED INDUSTRIES 2016 - 2017

SPPS is a subsidiary of Takween Advanced Industries acquired in 2015. SPPS is a leading packaging company in Saudi Arabia and is a major producer of PET, Blow Moulding and Injection Moulding packaging products serving the food industry and other applications. The Jeddah plant has an annual capacity of 65,000 MT with 350 employees operating 52 machines.

Plant Manager

The plant manager is responsible for the day to day operations of the plant and works closely with the sales department to achieve customer success and is responsible for the planning, production, quality, purchasing, maintenance and administration departments.

• Reduced customer complaints by 50% through TQM implementation leading to preventive actions and KPIs.

• Increased efficiency by 10% through robust process control by analyzing the optimum cycle times by product.

• Reduced scrap by 8%.

• Reduced labor cost by $150,000 through capacity planning and bottle neck management.

• Introduced the concept of the theory of constraints to better allocate resources with available capacity in function of bottlenecks.

• Achieved flexibility in manufacturing through cross training leading to higher asset performance and labor cost reduction.

• Implemented 5S throughout the plant.

• Conducted a thorough analysis of machine effectiveness throughout the plant to identify the opportunities to improve output and return on asset.

• Analyzed the contribution margin of all products and identified the range of products with higher value and proposed a plan to reevaluate the proper product mix for higher profitability. SUNNY CORNER ENTERPRISES 2013 – 2015

Sunny Corner Enterprises is an integrated construction company providing trades & supervision to industrial construction sites with support from three manufacturing divisions as well as industrial sales components. Sunny Corner specializes in industrial and commercial fabrication and serves the mining industry. Vice President Manufacturing Divisions

The vice president manufacturing is responsible for commercial and operations with P&L responsibility of three manufacturing divisions through three plant managers.

• Turned the rod plant into a profitable unit after the first month through better planning, optimization of resources both human and physical and achieving 99% on time delivery of orders.

• Reduced scrap from 1.5% to 0.3% through reduction of process variation among the operators by implementing SOPs and safe work methods.

• Restructured the rod plant and reduced labor by 15% due to over staffing and streamlining processes and increasing output by 30%.

• Turned the fabrication plant into a profit center by increasing and optimizing the knowledge and experience of the work force allowing us to achieve higher margins, this was achieved through more accurate planning, preparation of fabrication packages and tracking of activities daily in addition to setting KPIs and measuring performance.

• Reduced inventories through product substitution and just in time manufacturing.

• Implemented a quality system in order to be certified ISO at the rod plant in 2015

• Implemented total quality program at the three facilities

• Recruited a H&S coordinator to oversee H&S in the three facilities. SAMCO MACHINERY INDIA 2012 – 2013

Samco Machinery Ltd. has 40 years of experience in engineering and manufacturing roll forming equipment. Continually innovating to meet clients’ needs and surpass their expectations. Services include consultation to ensure customers get the right equipment for the products they need to produce, and Samco install all equipment and provide training and ongoing maintenance, support, and parts.

Chief Operating Officer

Reporting directly to the CEO, the Chief Operating Officer is responsible for the development of the company's operational management strategy and will contribute to the development of the organization's strategic goals within the Operations, Engineering, Project Management, Procurement, Supply Chain / Inventory Management, and Information Technology functions. The COO is responsible to:

• Play a key leadership role to all operational functions. Foster a culture of communication, collaboration, individual and team development and engagement.

• Manage the business unit including supply chain, project management, design engineering, assembly line and testing, shop floor, QA and HR.

• Implement efficient scheduling to meet the project delivery date.

• Direct internal operations to achieve budgeted results and corporate strategic plans.

• Participate in the development and preparation of short-term and long-term objectives and budgets based upon broad organization goals and objectives. Make recommendations to the President.

• Direct the development and implementation of procedures and controls, in order to promote communication and adequate information flow, and to solidify management control and direction.

• Establish key metrics and performance indicators to evaluate and monitor financial performance, including ensuring that leaders and teams are accountable for their performance

• Recommend changes to the organizational structure, operations or policies in line with changes or growth of the organization;

• Ensure that professional and ethical practices are in place to maintain the quality of business operations and customer satisfaction, instilling a total commitment to customer service at every level of the organization; Plant Manager - ALUMINIUM PRODUCTS COMPANY (ALUPCO), Jeddah, Saudi Arabia 2009 – 2012 Recruited by ALUPCO executives for full P&L oversight of core company facility with sales of $80M and 400 employees producing 35,000 metric tons/year, report to CEO. Direct all daily operations including workforce planning and management, financial management of $15M operating budget and production including target setting and achievement, quality assurance, vendor contracting, logistics, staff and resource planning and facility, equipment maintenance and improvement. Focus on enhancing efficiencies, standardizing processes, reducing bottlenecks and cutting costs through application of LEAN and Six Sigma methods. Implemented TQM system, introduced SMED, Kaizen and 5S. Cut labor force by 10% while increasing plant capacity by 15% through continuous process improvements, reducing rework material and optimizing equipment.

• Grew operating profits from 9% to 12% in first six months by effective cost control, reduction of inventories and reducing operating expenses.

• Increased sales revenue through analysis of value added products through identification of new projects and opportunities in the market.

• Identified low profit products through cost accounting and implemented actions to increase gain on certain products and replaced other products with higher value-added ones.

• Drove LEAN training and empowered staff to make decisions needed to cut waste from 18.4% to 12%.

• Cut material consumption in manufacturing stages by 15% by building process parameter sheets to stabilize processes and create SOP, saving $1M/year throughout the plant.

• Reduced customer complaints by 50% by clarifying quality standards and processes and developing team attitude toward quality among foremen and production managers.

• Leveraged Six Sigma tools to reduce process variation and optimize machine capacity.

• Introduced CTQ (critical to quality) and voice of the customer concepts to the sales team in order to better understand customer requirements and needs.

• Initiated die management program to increase die life resulting in increased output per die as well as reducing rejected materials.

• Reengineered product specification to reduce weight per piece and increase revenues per ton by 10%.

Additional experience

Business Development Manager - BAHRAIN INDUSTRIAL GROUP, Manama, Bahrain 2007 -- 2009 Black Belt – Six Sigma - TYCO INTERNATIONAL (SIMPLEX GRINNEL), Montreal, PQ, Canada 2006 – 2006 PLANT MANAGER - TRANSCO PLASTICS, Montreal, PQ, Canada 2002 – 2006 Director of Operations - ITF OPTICAL TECHNOLOGIES, Montreal, PQ, Canada 2000 – 2002 Plant Manager - Air Liquide, Montreal, Canada 1998 - 2000 Alcatel Cables, Montreal, Canada

• Production Operations Manager – 1995 – 1998

• Continuous Improvement Coordinator & Process Engineer - 1994-1995

• Production Supervisor - 1993-1994

• Logistics and Purchasing Supervisor - 1992-1993. EDUCATION

Bachelor’s Degree in Business Administration (honors), Six Sigma Master Black Belt, Villanova University, Villanova, PA, 2006 Theoretical Physics, studies, Concordia University, Montreal, 1987 Fluent in English and French.

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