Sign in

Manager Manufacturing

Owings Mills, Maryland, United States
January 31, 2018

Contact this candidate


Craig A. Opatz

Owings Mills, MD 443-***-****

Plant Manager

Plant Operations / Supply Chain / Continuous Improvement Professional

Results-driven Business Professional with 20 years of functional management experience in all disciplines of manufacturing operations, supply chain and continuous improvement. Drive change by combining tactical execution of strategic initiatives

with strong leadership of cross-functional teams. Develop key alliances to enhance overall quality, productivity,

and bottom-line financial performance.


Productivity & Cost Reduction Improvements Supply Chain Management Continuous Improvement & Training

Safety Performance Team Building and Leadership Maintenance Management Change Management Organizational Planning & Development Inventory Management International Operations Creative Problem Solving Full P&L Responsibility


Master of Business Administration University of Phoenix, Columbia, MD

Bachelor of Science, Occupational Safety and Health Montana Tech University, Butte, MT


Trelleborg Wheel Systems/Main Industrial Tire Red Lion, PA (Plant sold & closed) 2014-2016

Trelleborg Wheel Systems manufactured solid industrial tires and all corresponding steel components.

General Manager

Responsible for implementing Lean process to increase global production in rubber and steel manufacturing.

Oversaw all aspects of manufacturing, including P&L, accounting, maintenance, purchasing, engineering, scheduling, and shop floor production of rubber and steel

Increased rubber production by 40% and steel production by 50% by implementing process improvements in order to exceed global demand requirements

Responsible for capital projects in excess of $2M

Implemented a raw material, finished goods QR system to improve inventory tracking

Scored 100% on audited inventory

Williams Scotsman Harmans, MD (Contract) 2011-2013

Williams Scotsman, an Algeco Scotsman company, offers modular buildings, mobile offices, classrooms, storage products, and more for the construction, education, energy, industrial, commercial/retail, healthcare, and government market.

Operations Manager

Brought in to apply Lean and safety practices to Level Four branch and effectively developed it into the company’s model/show branch.

Oversaw operations in Baltimore branch, a $24M facility, including 24 maintenance and manufacturing employees

Using Lean techniques, improved productivity process and standard work instructions for modular buildings, mobile offices and storage products, resulting in savings of $150,000 annually

Developed and rolled out a proprietary scheduling system which achieved 100% on-time delivery for the branch. System was subsequently implemented in 79 additional branches throughout the country

Regularly assisted Branch Manager in reviewing operations costs and financial performance and monthly re-forecasting

Implemented Kan-ban System for modular building supplies and Just-In-Time production and ordering system

Synthetic Materials Landover, MD (Contract) 2009

$75M company that dewaters synthetic gypsum

Regional Operations Manager

Directed and managed the implementation and operation of commissioning three synthetic gypsum dewatering plants. Oversaw contract administration, and worked as member of the unified operating committee to interpret the operation and maintenance contract.

Direct reports included three facility supervisors, laboratory manager, transportation manager, maintenance manager, office manager, instrument technician, cost accountant, and material handling manager.

Coordinated start-up activities, including the company’s first Maryland operations policies and procedures, LO/TO procedures encompassing three facilities, capturing front-end and back-end operations processes

Responsible for all staffing, including recruitment and hiring of 46 employees

Operational management of multi-site manufacturing operations and global shipments of synthetic gypsum

Sun Automation Group Sparks, MD (Economic downsizing) 2005-2008

$62M international employee-owned company that manufactures corrugated finishing equipment

Manufacturing Manager

Administered entire scope of operations and profit/loss outcomes throughout $62M company with two facilities, supported by 70 employees. Brought in to orchestrate start-up and core operation strategies of an additional manufacturing facility, to improve operating culture throughout manufacturing floor, and to develop and administer capital and operating budgets.

Direct reports included supervisors, facilities foremen, technical advisor, shipping and receiving coordinator. Circulated floor to oversee and ensure productivity expectations, expense controls, quality output, equipment/facilities maintenance, safety/sanitation/security, shipping/delivery and inventory.

Managed all global manufacturing and shipping activities including budgeting, hiring, and employee training and development

Integral member of management team involved in goal planning, forecasting, employee evaluation, and problem solving

Established strategic business plan from concept to implementation to open an additional manufacturing facility that allowed the company to increase revenue by $15M over an 18-month period

Promoted the business culture of Continuous Improvement

Designed and executed layout of two 50,000-sq. ft. corrugated finishing equipment manufacturing facilities

Grew revenue by 22% through new and existing product development and Lean Manufacturing principles

Conducted daily status/informational meetings to monitor progress and ensure all projects came in on schedule, on budget, and within direct labor hours

Managed two international satellite facilities (England, China) through weekly progress conference calls (supplied materials, products, and technical support)

Enhanced customer satisfaction by growing on-time delivery from 50% to 97% in a period of six months by developing materials organization and cell concepts

Facilitated progression of operations with implementation of 5S philosophy (Sort, Set in order, Shine, Standardize, and Sustain - essential in Lean Manufacturing structure)

The Matworks Inc. Beltsville, MD (Better opportunity move) 2004-2005

$30M company that manufactures retail entry systems

Vice President of Manufacturing and Supply Chain

Fully accountable for P&L of a $30M manufacturing facility with complete oversight of engineering, product development, manufacturing, production control, and inventory.

Developed and managed operating budgets. Spearheaded restructuring and rationalization of two manufacturing and distribution facilities. Initiated Lean Manufacturing processes, utilizing Six Sigma principles, established performance metrics, and supply chain management teams.

Utilized Lean Manufacturing toward plant reorganization to increase production by 50% in 1 year

Negotiated pricing for all vendors worldwide, saved 20% on purchases, capturing $500,000 in cost reductions in 1 year

Increased inventory turns from three per year to eight per year by using first-in, first-out methodology

Implemented Lean Manufacturing/self-directed work cells to reduce labor costs by 18%, resulting in $200,000 savings per year

Delivered strong and sustainable operating gains, grew on-time delivery from 65% to 98% through manufacturing work cells and inventory control processes

Handy and Harmon Corp. Cockeysville, MD (Plant closed) 2002-2004

$22M company that manufactures stainless steel wire, used in the manufacture of braided wire hoses, and medical fine wire

Plant Manager, Maryland Specialty Wire Division

Established performance indicators, operating goals, realignment initiatives, productivity improvements, and cost reduction programs which consistently improved product output, product quality, and customer satisfaction.

Led team of 5 to streamline medical fine wire manufacturing by redesigning machine specifications and improving the quality of raw materials by developing strategic alliances with overseas suppliers.

Developed and implemented plan to close down operations at fine wire manufacturing plant in New Jersey and conducted startup of $22M facility in Maryland and oversaw daily operations including P&L

Implemented Kaizen and Lean Manufacturing methods to grow operational profit from 5% to 12%

Designed and implemented new facility layout to improve productivity and grow on-time delivery from 75% to 96%

Overhead Door Corp. Lewistown, PA 1999-2002

$100M international rolling steel door company, manufacturing industrial garage doors

Director of Operations, W.B. McGuire, Hudson, NY (Plant sold & closed)

Evaluated dock leveler marketplace to maximize corporate potential, and implemented innovative business process changes, cost containment, quality control, and outstanding customer service to grow operations. Led and motivated 140 employees to improve company culture and increase performance among individuals and teams.

Implemented comprehensive programs in quality control, standard operating procedures and safety

Full P&L responsibility for a $38M manufacturing facility

Increased EBIT from 3.5% to 12%

Cut direct labor by 14% and indirect labor by 10%

Increased productivity from 45 units per day to 120 units per day

Increased on-time delivery from 78% to 96% and reduced returns and allowances by 23%

Implemented renovation of manufacturing facility

Plant Manager, Overhead Door Corp., Lewistown, PA

Coordinated daily operations for $100M plant

Implemented Lean Manufacturing continuous improvement

Directed 12 supervisors, QC Manager and 310 union employees

JMAC (TQM) Team Leader, Overhead Door Corp., Lewistown, PA

Implemented Kaizen and Lean Manufacturing methods

Implemented TP Management system into all phases of operations

Project Manager for 11 initiatives - $2M in annual savings

Project Facilitator for 32 initiatives - $4M in annual savings

Safety Director for multiple plants on the east coast

Team Facilitator for 18 internal working teams, held weekly status meeting with cross-functional teams to identify root cause analysis

Contributed to JD Edwards conversion

Designed and implemented re-layout of 300,000 sq. ft. manufacturing facility

Inventory Control Manager for perpetual inventory of $7M per month

Transportation Team Leader in charge of restructuring shipping routes for US distributors


Contact this candidate