Francis P. Rosato
Charismatic, relentless operations leader. Has successfully led teams in the production and distribution of Consumer, Industrial, and Defense related products, all with the common theme of requiring processing of specialty materials.
Plant Manager, AFGlobal-GLOENCO Corporation, Greenville, SC 2015-present
Managed Operations, Purchasing, Engineering and Safety for an AS9100 registered manufacturer of machined and assembled aerospace and power generation components. 60 employees/3 shifts x 6 days per week.
-Reduced Variable Cost/Hr by 16% from Q2-2015 to Q3-2016.
-Reduced the Cost of Poor Quality by 61% from Q2-2015-Q3-2016.
-Increased Throughput (measured as standard hours per day) by 20% while increasing Productivity(measured as standard hours divided by payroll hours) by 23%.
Plant Manager, AFGlobal-CUMING Corporation, Avon, MA 2013-present
Managed Operations, Purchasing, Engineering, and Safety for an ISO9001 registered manufacturer of Epoxy-based insulation
products used for subsea oil & gas exploration and subsea safety systems.
-Customers in North/South America, Europe, Asia and Africa.
-Increased daily output of key products by 60% by putting together a team that eliminated obstacles to productivity, improved quality, and reduced material waste by 50%.
-Drove down unit cost by 30+% by focusing employees on teamwork, disciplined adherence to procedures and waste reduction.
-Folded two other companies into the Avon facility and surpassed their throughput rates in a matter of months.
Manufacturing Supervisor, TACO-HVAC, Cranston, RI 2011-2013
-Reporting to the Division Senior VP, managed 53 associates in the machining of components, assembly of sub-components, final assembly and test of various types of HVAC pumps for a $60 million division of a large, integrated corporation. Metalworking processes include stamping, machining, and laser etching.
-Introduced Lean Manufacturing concepts.
-Detailed training and cross-training activity strengthened the employees’ understanding of quality requirements. Finished goods defects were reduced by 50% over a 24 month period.
-Shop-floor layout changes led to a 9% reduction in headcount with subsequent savings in payroll & benefit costs.
-Worked with IT to develop a shop-floor production and scrap entry system. This allowed the clerk who had previously doing data entry to become an expeditor.
Production Supervisor, Tegra Medical, Franklin, MA 2010-2011
-Supervised 42 direct labor associates and 1 salaried technician across a 7 day/3 shift operation making Medical instruments for both domestic and export customers.
-Machining processes included turning and milling, in addition to various automatic cut-off operations and centerless grinding.
-Performs all machine scheduling and material planning as well as scheduling of support operations in other phases of the operation.
-Direct customer contact during product development and subsequent audits.
-Implemented a Continuous Improvement program to track opportunities, initiate action, and measure results.
-Trained screw machine operators on Set-up Time Reduction techniques with the average set-up reduced from 8 hours to 5 hours.
Plant Manager, Automatic Machine Products, Taunton, MA 2009-2010
-Directed manpower, material, and process decisions in a high volume machining and assembly environment selling to the Automotive and Refrigeration industries. (50+ direct and indirect reports)
-Direct contact with customer Purchasing and Engineering functions in the management of new business opportunities and customer driven cost reduction activities.
-Resolution of manufacturing process problems and implementation of Lean Manufacturing techniques.
-Coaching of supervisors to help them implement new quality and productivity programs.
-Successful relocation and consolidation from two facilities in Attleboro to one facility in Taunton. Implemented appropriate changes to process flows to capitalize on available synergies.
-Reduced set-up times on various types of machining equipment (by up to 40%), allowing reduced inventories thanks to quicker fulfillment of orders and reduced reliance on safety stocks.
-Reduced turnaround time on RFQ’s from an average of seven days to an average of three days.
-Gathered and analyzed data to provide recommendations for make versus buy decisions on tooling.
-Relocated the factory from Attleboro, MA to Taunton, MA. The move led to a more efficient flow of material.
General Manager, A.T. Wall Company, Warwick, Rhode Island 2004-2008
-Complete P&L responsibility for a $13 million manufacturer and distributor of custom drawn, deep drawn, and stamped metal components serving the Medical, Telecom/RF, Automotive, Aerospace and Chemical industries. (60 employees)
-Introduced structured process and product development to optimize limited R&D resources. In 2007, nearly 5% of A.T. Wall’s business came from products developed that year, including tubular items made from silver, nickel and nickel-iron alloys, beryllium copper, tantalum, and high strength steels, along with a stamped automotive sensor component.
-Guided the company to record revenue and profit in 2005.
-Despite technology shifts that resulted in the loss of the two largest customers in 2006, was able to develop new prospects that backfilled for nearly all of the $1 million in lost business.
-Coached Manufacturing and Engineering personnel on Lean concepts, resulting in a 40% labor cost reduction on the company’s two largest selling products, while cutting lead time from 12 days to 1-2 days. This saved nearly $20,000 in the first year.
-Negotiated contracts with two European automotive customers, achieving price increases tied to commodity metals pricing.
-Restructured management to a more responsive, flatter organization to shorten response time to evolving customer needs, shortening the quotation turnaround cycle as well as the time needed to turn customer purchase orders into shop work orders.
Vice President of Operations, Handy & Harman, East Providence, Rhode Island 1999-2004
-Managed two manufacturing facilities (later consolidated to one) for an international supplier of stamped, electroplated, and insert molded electronic components and fasteners to the Telecommunication, Computer, and Automotive industries.
-Responsible for revenue and operational expense budgets making use of a zero-based approach to expense budgeting.
-Direct contact with strategic customers in the US and Asia.
-Grew pre-tax profit from $2M to $8M by pruning unprofitable business, cutting scrap 40%, cutting unit cost through better control of gold and palladium, negotiating contracts with key vendors, and increasing throughput by as much as 250% through speed or uptime improvements.
-Installed visual kanban systems to better control inventory and simplify production scheduling. Total inventory was cut from over $2 million to under $900,000.
-Successfully transferred the molding operation of a sister company in California into the East Providence facility.
-Supported the financial justification, setup, and opening of a new Malaysian manufacturing location.
Director of Manufacturing, Handy and Harman, Norristown, PA 1991-1999
-Directed the Manufacturing, Engineering, and Purchasing units for a world-class supplier of small diameter stainless steel, nickel and titanium tubing for the Medical, Electronic, Appliance, and Aerospace industries.
-Drove operating profit from 6% to 14% of sales, peaking at over $2 million a year before taxes.
-Reduced labor content from 21% to 17% of sales through measurable productivity increases, new work rules, and capital investment.
-Reduced overall manufacturing expense by 20% as a result of labor, material, and supply savings
-University of Oregon, Eugene, Oregon: MBA with a concentration in Marketing
-Villanova University, Villanova, Pennsylvania: Bachelors of Mechanical Engineering
Commissioned Officer, United States Marine Corps
Culturally sensitive. Comfortable travelling internationally. Speaks conversational Spanish, rudimentary Portuguese