Sign in

Lean Manufacturing Customer Service

Centralia, Illinois, 62801, United States
July 20, 2017

Contact this candidate



*** ***** ******, *********, ** *2801 H: 618-***-**** C: 618-***-****


Results driven and operations oriented with wide ranging experience in both financial and operational management.

I am trained and skilled with four plus decades of experience analyzing, devising, and implementing effective solutions in

operations management. My track record of implementing effective controls and reporting, with resulting synergy in cost reduction, effective manufacturing control, and maximized quality and yield has been the result of dedication. I proactively participate across the manufacturing floor while bringing hands-on knowledge to integrate comprehensive financial reporting and controls. Excellent communicator, success building cohesive teams focused on production goals, safety, and throughput.

Accounting Operations Professional Strong communication skills

Fiscal budgeting knowledge Self-motivated professional

ERP (Enterprise Resource Planning) Regulatory Compliance

Lean Manufacturing Just-in-Time (JIT) Production

Total Quality Management (TQM) Policy/Procedures Development


Director 01/2015 to Current

Accounting America – Centralia, Il

Responsible for client engagements providing decision support for new business start-up, acquisition, reorganization,

and divestiture. Collaborate with stakeholders across the organization to assure business and technology alignment.

Chief Operating Officer/ Plant Manager, 04/1996 to 12/2014

American Allied Services – Zeigler, IL

Directed operations to manufacture, rebuild, and maintain equipment for the asphalt maintenance industry, and the

delivery of maintenance services to residential and commercial clients. Decision making with focused leadership across all aspects of the company operations. Combining the communication of what to do, and how to do it with an unwavering commitment to achieve success, was my goal. I enlisted multiple manufacturing disciplines including ISO standards, JIT, Lean Manufacturing, and TQM. Production required establishing long production cycles, utilized unique fabrication technology to improve job shop performance. Purchasing and inventory control guidelines implemented concise material management to support production. Strong discipline effected financial oversight for operations support. Treasury and Controller functions were strengthened through strong communication and teamwork.

Leadership across the company demanded my comprehensive understanding of product development, engineering, manufacturing processes, and marketing. Quality control and Customer Service were held to the highest standards. Service business operations requirements included transportation equipment and logistics. Financial reporting for both internal and external requirements was under my purview. Long term strategy and planning coupled with financing strategies and responsible fiscal disciplines assured long term growth. Daily reporting of all operations were mandatory and expected.

Director of Client Services, 06/1984 to 03/1996

Commercial Management Associates – Houston, TX

A staff of 200 consultants and support personnel were under my leadership in the delivery of management consulting services to businesses in trouble. Client engagements spanned disciplines in manufacturing, service, retail, transportation, warehousing, and communication. Services were client specific solutions to accomplish difficult organizational realignment. Selection of consultants and determination of the project scope required an in-depth understanding of the expected outcome. Projects were complex, and often required manpower with particular industry skills. Decisive solutions were proposed, and a comprehensive plan developed to meet objectives. Multiple disciplines were assigned to address issues that were present. Financial solutions, reorganization or realignment of staff and responsibilities, including engineering and production expertise were benchmarks of success. Client engagements required direct communication with all stakeholders, financial partners, and owners. Engagements could be to address specific operational concerns, or could cross all areas of operation if necessary to assure engagement success. Interim management, divestiture, or leadership in management realignment required professionalism regarding documentation and communication.

Division Controller, 08/1981 to 05/1984

Penn Aluminum Corporation – Murphysboro, IL

Accounting, compliance, and operational controls for a world leading aluminum extruder were my responsibility. Oversaw all aspects of office operations; purchasing, financials, budgets, capital expenditures, inventory and human resources. Manufactured products were precision tubing and shapes for a multitude of industries. I incessantly engage in continuous process improvement with adherence to lean manufacturing assuring that both quality and yield were achieved. Strong protocol was instituted to assure that quality control met ISO standards. Operations oversight focused on lean manufacturing techniques and standards, logistics were the emphasis for JIT improvement in both inbound raw materials and finished goods. Strong emphasis assigned to inventory control and reduction of WIP. Workforce considerations included union participation. Reporting disciplines to both Division Operations Management and parent company were implemented. Period growth demanded an increased hiring and training agenda for both staff and operations personnel.

Vice President of Finance, 08/1979 to 08/1981

Energy Engineering Associates – St. Louis, MO

Directed financial and treasury administration supporting the company's engagements related to

energy co-generation projects for manufacturing clients. I had total responsibility for developing financial strategies

and compliance criteria for corporate growth. This entity was a Greenfield start-up requiring innovation and the effective implementation regarding all reporting, including manufacturing processes, client engagement protocol, and fiscal responsibility. Acquisition, installation of equipment, and the requisite infrastructure were developed. Teams developed new products that required adherence to strict tolerance specifications. Logistics played an important factor to the success of projects mandating better control over transportation. Staff development in operations support was implemented in financial reporting, human resources, and marketing. Strong relationships were maintained with financing sources to assure funding to meet the demands of growth.

Division Controller, 08/1976 to 07/1978

Production Manager, 08/1978 to 08/1979

National By-Products – Mason City, IL and Little Rock, AR

Greenfield plant start-up required establishing operating controls and reporting requirements to meet corporate mandates. Responsibilities for accounting for two additional plants in the division were performed at this location. Division operations included the implementation of a new propriety product, as well as new process equipment. High levels of receivables dictated, special attention was given to monitoring customer financial health due to extended payment terms. Products were industry specific, and required the ability to work with long term cycles. Unique industry considerations were constantly addressed including manufacturing and JIT logistic requirements exacted for each customer. Reporting included expanded process control information to assure TQM and production scheduling.

Acquisition of a competitor’s plant prompted my responsibilities to refocus on production management. Full production responsibility and implementation of new processes while expanding operations resulted in a solid ROI. Plant and equipment maintenance as well as production responsibility for a two shift operation were my responsibility. Established company rules to meet policy, and developed training programs to improve product quality.

Founder, 1/1972 to 8/1976

Carroll Realty and Accounting – Zeigler, IL

I founded a general public accounting firm focused on general accounting, new business start-up, and special projects. Licensed as an Illinois Real Estate Broker, I served as principal fee appraiser for several area financial institutions.


Bachelor of Science, Accounting 1972

Southern Illinois University, Carbondale, IL

Throughout my career I have actively engaged in my personal continuous managerial leadership improvement. I have sought continuing education in managerial improvement to be proficient in areas such as Lean Manufacturing, Six Sigma, JIT, in addition to other contemporary disciplines to improve communication, process, and controls.

Contact this candidate