WILLIAM RUSSELL HOUSTON, TX 832-***-**** ac4mdk@r.postjobfree.com

PRODUCTION AND OPERATIONS MANAGEMENT

Experienced and highly motivated production and operations management professional with more than 30 years global manufacturing experience in Fabrication, Painting and Integration of enclosures for the electronics, telecommunications, Energy and consumer market sectors. As well as being a time served craftsman in the furniture and cabinetry industry. Prime focus on safety, quality, productivity, optimization and throughput improvements, utilizing strong industry knowledge and hands on leadership. Building long lasting relationships with mangers, peers and subordinates the world over.

Core Competencies

Safety • Communication • Continuous Improvement • Production Planning • Scheduling • Forecasting • Budget • Capital Expenditure • ISO • Product Quality • Process Implementation • Process Engineering • Inventory Control • Operations Management • Facilities Management • Process Improvement • Customer Relations • Strategic Planning • Department Start Ups • Training/Development • Evaluations • Standard Work • Kaizen • 5S • 5 Why • FIFO • Kanban • Supermarkets • Fish Markets • KOI’s • KPI’s • Process Mapping • Process Flow • Line Balancing • One Piece Flow • Cellular Build • Capacity Planning • Custom Manufacturing • Microsoft Office • ERP/MRP • Powder Coating • Liquid Coating • OSHA 10 Trained.

PROFFESIONAL EXPERIENCE

LECTRUS CORPORATION, Houston Texas July 2012-Present

ØA Custom designer, fabricator, electrical and mechanical integrator of metal base skids, generator skids and power distribution centers, supplying the energy and communications industries.

Production Supervisor • Production Scheduler •Manufacturing Manager • Plant Manager

üPart of the core operating group. Progressively accepting increased accountability and responsibility for all manufacturing areas including, welding, assembly, paint, electrical integration, warehouse, shipping, and maintenance of equipment and facilities.

üImplemented cellular manufacturing throughout the facility, to include Just in time material deliveries from warehouse and machine shop. Set up defined material drop zones corresponding to manufacturing cells. Established material handling team. Identified clearly defined areas of responsibility and accountability. The benefits gained were eliminating non value add from operating processes. Understanding of our true capacity which allowed for better planning and scheduling.

üEmpowered employees due to clearly defined roles. Identifiable tooling requirements and quantities to improve efficiencies of operators. Improved up time due to utilizing correct operators in correct slots. Identified training and cross training opportunities. Enabled measurement of quality and productivity to identify ongoing improvements.

üImplemented encouraged and sustained stop work process for safety and quality giving all operators the right to stop and report any potential problems. Assisted with safety and PPE compliance improvements through safety recognitions and corrective actions, driving down recordable injuries from 36 in the first year, down to 1 in the last year.

üIntroduced preventative maintenance plan, and operator basic cares of plant equipment resulting in reduction in unscheduled downtime.

üObtained cost savings based on contracting work out sold as lump sum bid, to cost savings of $988,000 over 2 years.

vReason for leaving; this plant will be closing in Mid-February due to slump in oil that we have not been able to recover from, order books are empty and plant is in Chapter 11

FLEXTRONICS ENCLOSURES DIVISION, Guadalajara Mexico September 2008- July 2012

ØMultinational designer and manufacturer of integrated mechanical enclosure assemblies to the world’s major systems and telecommunications OEMs

Finishing Process Manager

üRecruited to assist in the design, start-up, running and maintenance of new paint plant in Guadalajara.

üTook paint plant from start up to supporting over $4,000,000 per month as part of sales with multi customer base.

üTrained all new operating staff on painting process to enable safe and smooth start-up of plant.

üLead Shingijitsu to introduce standard work, reduce travel and waste from hand masking process leading to improved cycle times, and measurable process, our team finished second out of eight teams as judged by Japanese Sensei.

üLeader of several Kaizen events to eliminate waste, reduce operating space, reduce WIP and add flow to the processes. Part of winning kaizen team for best value stream mapping for all the Americas.

üDesign of racking systems to utilize vertical capacity in conveyor operations, taking parts from 3 per hanger to 30 per hanger at the same time reducing curing oven energy running costs.

üIntroduced a cheaper secondary masking process which reduced masking costs by $400 per month

vReason for leaving; I took the decision to accept an offer from Lectrus to return to the USA. It was perfect timing for my overall goal of raising my family here in the States.

SANMINA-SCI Guadalajara, México March 2008-September 2008

ØA global leader in design, manufacturing & systems integration of complex enclosures for the world's best known OEMs

Finishing Process Manager

üRecruited by Sanmina global support team to repair broken processes and improve operating procedures.

üTook first pass yield from 80% to 96%, by implementing proper maintenance of conveyor and coating equipment.

üInstilled one piece flow concept into all masking and de-masking operations improving masking efficiency and simplifying training.

üIntroduced racking systems to feed conveyor resulting in savings in energy costs and process time.

üReduced manning level from 108 down to 90 through better conveyor utilization and masking process improvements.

vReason for leaving; it became increasingly difficult to gain approval to implement changes I was hired to make. I was offered a position in Flextronics which was more aligned to my career progression.

FLEXTRONICS INFASTRUCTURE Elk Grove Village, Illinois March 2007 –March 2008

ØMultinational designer and manufacturer of integrated mechanical enclosure assemblies to the world’s major systems and telecommunications OEMs

Global Process Engineering Manager

üPart of the Global infrastructure mechanicals team. Responsible for support and process improvements for five global sites, including plants in China, Mexico, India, United States and Poland.

üChina assembly lines were continually down due to poor quality material from paint department, and improper handling of painted parts. Implemented Paint inspection process, proper handling and transportation of parts to assembly lines. Enabling assembly lines to flow at a constant measureable pace, allowing for line balancing to achieve required takt time to fulfil scheduled orders to customer.

üImplemented paint room preventative maintenance of conveyor, pre-treatment stages and curing ovens on China paint room to improve first pass yield.

üIdentified 11 design for manufacture improvements on China assembly lines, which global engineering team were able to engineering out of the process, and enable constant flow. These improvements were also implemented in Mexico lines running same product.

vReason for leaving; my next assignment was to India for 18 months to install a new paint plant, I preferred to stay in Mexico after considering feedback from other global engineers and managers supporting India.

MASTERBRAND CABINETS INC. Auburn Alabama August 2005-March 2007

ØFortune 500 Company supplying high end custom kitchens to the commercial and consumer industries.

Business Unit Manager.

üResponsible for the safety, quality, production and cost within several departments, including cutting. Final assembly, shipping and finishing. Managing 6 supervisors, 1 process engineer and 180 operators across 2 shifts

üBrought Emergency Repair performance from 84% to 97% for on time deliveries within 6 weeks due to Implementing product sequencing and two tag tractability throughout the conveyor.

üTransformed shipping audit through Kaizen from a 49% compliance to 92%, through staging finished goods area by truck load with clearly identified signage, resulting in less material handling reducing damaged packing and product.

üPart of team winning the Annual President Leadership Award for Best Improvements across 13 plants by overall improvements implemented through kaizen and best practices shared with all sites.

vReason for leaving; Housing slump caused heavy Labor reductions plant went from a staff of 120 down to 40, at that time I had an offer of a more secure position with Flextronics in a different industry, which I chose to accept.

IGLOO CORP Houston TX April 2005 –Aug. 2005

ØManufacturer of ice coolers to the consumer market.

Superintendent (2nd Shift)

üResponsible for plant production on 2nd Shift in a 1.4millon square feet facility.

üResponsible for maintenance on second shift and maintaining up time.

üResponsible for 9 Supervisors, 18 assembly lines and 123 molding machines including blow molding and plastic injection molding.

vReason for leaving; I enjoyed the learning experience in plastics, but the role in Igloo was more of a custodian role there was no evident long term growth potential when offered the chance of ownership in a department I accepted the offer to grow.

SANMINA-SCI ENCLOSURES Toronto, Canada March 2003-April 2005

ØA global leader in design, manufacturing & systems integration of complex enclosures for the world's best known OEMs

Finishing and Assembly Production Manager/Task Force Team Member.

üPart of the core operations team employed as a task force, reporting directly to the General Manager that were responsible for bringing plant back from losing $2milllion per quarter to profitability.

üDeveloped and trained Supervisors and multi-cultural employees to a high standard through clearly defined expectations, empowering ownership, coaching and open door policy, in turn making them more productive and accountable.

üImplemented best practices, proven production processes and procedures to dramatically increase production rates through plant.

üTook part in Six Sigma Projects, including changing the philosophy on some projects from cell build to continuous flow assembly within cell, monitored by metrics in efficiency, improved quality and statement of work balancing enabling better man power planning and constant measureable production rates.

vReason for leaving; my teenage son was not able to adapt to living in Toronto, so eventually I made the decision for the sake of my family to return to the USA.

FULLARTON COMPUTER INDUSTRIES Ayrshire, Scotland and Houston TX 1987 to March 2003

ØContract manufacturer one stop shop solution to major OEM computer manufacturers, supplying fabricated and fully integrated CPU’s, Server units, and rack systems.

Spray Painter • Paint Supervisor • Paint/Assembly Supervisor • Paint and Assembly Manager

üDuring the 17 years working in Fullarton computer industries and moving around their seven manufacturing plants, I received the training and made the mistakes as I progressively took on more ownership that would help and carry me through my career and set me and my teams up for success in the years to come. When I entered Leadership I was trained on all aspects of running departments and managing people, In Scotland our managers had set up clean and efficient plants that ran safely, smoothly and profitably.

üMoved from Scotland to the USA as part of a team to start up new facility in Houston TX to service Hewlett Packard system server units.

üStarted up Texas paint plant, after installation, to a high volume plant producing over $440,000 in monthly sales by utilizing global support team, as well as training and implementing tried and tested manufacturing processes and operating procedures which resulted in smooth start-up of the American operations.

vReason for leaving; Due to lack of orders for new Product line there was not enough revenue to cover overhead, so after 2 years the plant was closed down.

AIRMET SCOTLAND LIMITED Beith, Scotland Spray Painter 1985 to 1987.

üPerform Wet painting and Manual powder coating, including satin, smooth and textured finishes.

BEITHCRAFT FURNITURE Beith, Scotland Hand and Spray polisher. 1984 to 1985.

üApply by hand and spray, stain, sealer, color and lacquer to various wood furniture assemblies and components

AIRMET SCOTLAND LIMITED Beith, Scotland Spray Painter 1983 to 1984.

üPerform Wet painting and Manual powder coating, including satin, smooth and textured finishes

BEITHCRAFT FURNITURE Beith, Scotland Hand and Spray polisher. 1980 to 1983.

ü3 year apprenticeship on all aspects of furniture construction and finishing, including machining, assembly, application of coatings and quality Inspection.

EDUCATION: Glasgow College 1980 to 1983

Ø City and Guilds of London Furniture Craft Certificate. Focused on, Finishing Preparation, Modern Finishing and Handmade Furniture. (2 year technical Degree in USA)

Ø Time served Craftsman.3 Years Apprenticeship Hand and spray polisher. British board of Trades Certified.

REFERENCES:

David LeGrand: Current Manager 832-***-****

Joseph (JD) Keefer: Safety Co-coordinator 281-***-****

Tomas Nicoletti: Previous Manager 832-***-****

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