William Alan (Al) Joyner

Lake Lure, NC ***** 828-***-**** ac516n@r.postjobfree.com LinkedIn.com/in/Al-Joyner

Target Position: Manufacturing Operations Manager

Develop Leadership and Culture of Continuous Improvement.

Achieve Production, Safety, Quality and Cost Goals of the Organization

Establish a culture of excellence, customer first mindset and accountability. Responsible for financial performance of business unit as asssigned, focusing on process improvement, leadership/team development, and change management. Plan and budget for operational infrastructure needed to support strategy and rapid growth. Career built on results, trust and relationships. Comfort level ranges from the operations floor to the board room. Customize solutions tailored to the needs of the given opportunity.

Organizational Restructure Worked with members of the executive management team to develop and complete merger of

Doncaster division with Elana division sales forces and leadership for economies of scale and synergy, resulting in a combined

sales force of more than 2500 independent sales reps.

Start-up Led successful start-up of new Sara Lee Knit Products manufacturing operation. Member of Tanner Companies’

executive team that successfully led start-up of new Elana division to over $8 million sales in 6 years.

Turnaround Served as member of 6-person equity group established to lead the turnaround and general operations of

Tanner Companies resulting in 10X growth in net income.

Compliance Promote programs and process controls that ensure 100% compliance with all company policies and

procedures including health, safety, and quality programs throughout career.

Accountability Drive standard work and continuous improvement by establishing agreed upon goals, Key Performance

Indicator (KPI) metrics, timely feedback, and aligned compensation systems as tools of accountability.

Areas of Expertise

Continuous Improvement Change Management Manufacturing Domestic and Global Sourcing

Warehousing Direct Selling Team and Organizational Development Strategic Planning

KPI Development Compensation System Alignment Finance & Budgeting

Professional Experience

AJ Ventures, Lake Lure, NC, September 2004–Present

Consultant & Business Advisor

Identify opportunities to improve financial performance and customer satisfaction in client’s business. Plan and implement solutions as needed through effective use of process improvement, training, organizational development, innovation and forward thinking

Selected projects:

Good Clothing Company, Fall River, MA

Batch manufacturing services for independent designers and established brands.

Evaluation of Existing Manufacturing Operations: Provided on-site study/evaluation of cut/sew operation for founder/CEO. Identified use of lean tools for workplace layout options, work flow, and productivity measures. Provided evaluation of existing equipment and skills assessment of current leadership and production associates. Conducted high level production break-even analysis. Reviewed suggested “phase 1” operator training program.

Recommended and prioritized immediate action steps and follow-up action steps for existing staff.

Participated in meeting with potential client/partner to provide feedback to CEO Described process changes to improve

efficiency in product flow, layout, and training – changed workplace payout and operator method reducing operator cycle time

by 10%.

Springs Creative Products Group, LLC, Rock Hill, SC

Develop and manufacture textile-related products in fabric, crafts and accessories, home and lifestyle, & technical and specialty fabrics.

Business Development: Delivered business development for the Technical Fabrics Division to branded retailers. Led 2017 budget development for the division.

Re-established corporate relationships with two customer accounts resulting in reversal of sales/revenue trend from negative to

positive.

Identified and developed 20% growth strategy for specific brand within the technical fabrics group.

S. King Collection, LLC, St. Louis, MO

Seller of women’s moderate to high-end jewelry.

Chief Operating Officer - contract

Start-up sourcing and direct selling business. Established organizational structure and compensation plan for internal and external independent sales reps. Built corporate planning model integrated with corporate financials. Strategized and formulated processes and production improvements that provided viable options for overall operations of the business, including efficiencies, techniques, equipment. Used analytical mindset to drive productivity through visual benchmarks (daily, weekly, monthly, annual) throughout the factory.

Grew sales 3-fold, gross margins increased 10% prior to negative impact of the 2008 economy.

Tanner Companies, LLC, Rutherfordton, NC., July 1992–August 2004

Privately held. Direct-seller, fixed retailer, designer/manufacturer/distributor of women’s fashion apparel.

General Partner.

Led in a turnaround and growth environment. Leveraged strategic partnerships, developed capital budget, and led strategy to position company to meet future US apparel manufacturing demand. Performed annual direct report evaluations to complement coaching. Areas of direct reports included Supply, Operations Management, Production Control, Quality, Continuous Improvement, Engineering, Business Unit Performance and Profitability.

Increased profitability of Tanner Companies 10-fold during this period.

Chief Operating Officer, April 2003–August 2004

Completed merger of sales forces and corporate support structure between Doncaster, a Misses fashion apparel division and Elana, a women’s plus size apparel division. Developed strategic plans for marketing and sales approach of newly merged sales forces. Direct reports: 1 VP Human Resources, 1 VP Customer Services (Call Center, Customer Services & Administrative. Support), 1 VP Organization Development, 1 Distribution Center/Corporate Safety Manager, 1 Transportation/Security Coordinator, 1 Facilities Manager.

Implemented corporate organizational development process for continued improved service and reduced costs as well as

corporate compensation maintenance process.

President of Elana Division, Women’s Plus Size Division, November 2002–2003

Developed and implemented merger of corporate support structures for Doncaster and Elana divisions. Leveraged strategic partnerships, developed capital budget, and lead strategy to position company to meet future US apparel manufacturing demand. Maintained positive and collaborative vendor relationships. Managed 7 Regional Sales Leaders, 1 Distribution Center/Corp. Safety Manager, 1 Transportation Coordinator, 1 Facilities Manager in planning and sourcing, customer services, IT, marketing, financial resources.

Continued Elana division growth of more than 50% through continued implementation of salesforce recruiting, training and

retention programs developed during 1998-2002.

V.P. of Distribution and New Business Development, September 1998–October 2002

Developed operational strategies and support for new division Elana. Developed and implemented operational, information technology, supply chain, and training strategies aligned with company’s growth plans. Directed 1 Distribution Center/Corp. Safety Manager, 1 Facilities Mgr. and “Dotted-line” reports in sales, marketing, planning and sourcing, customer services, IT. Supervised, trained, and mentored production teams throughout the organization.

Increased DC processing time from 90% of orders shipped within 48 hours to 99% within 24 hours.

Cut Distribution Center (DC) and outbound freight costs 25% by developing DC processes incorporating scanning technology,

reducing errors and reworks.

Reduced outbound freight changing DC shipping practices allowing for consolidation of packages, fewer errors shipped,

renegotiation of carrier contract and changes to customer shipping charges.

Lowered DC shipping errors from 3/10,000 pieces shipped to 1/100,000, by implementing of DC operator performance feedback

(KPI) and the use of continuous improvement tools and integration of bar-code scanning.

V.P. of Manufacturing, June 1992–August 1998

Maintained and expanded on industry expertise to support US manufacturing growth opportunity and Future Factory vision.

Oversaw 4 Plant Managers, 1 Industrial Engineering Director, and 1 Director Corp. Quality Assurance, 1 Manager Production Scheduling/Quick Response, 1 Distribution Center /Corp. Safety Manager, and 1 Facilities Manager.

Reduced outgoing defects from more than 14% to less than 3% by establishing statistical quality assurance processes in

domestic manufacturing and contract operations in Honk Kong, China, and Italy.

Dropped manufacturing turn-time from 8 weeks to 3 days and work-in-process inventory from 6 weeks to 2 days by:

Implementing new approach to production planning and inventory management based on “Theory of Constraints”

Improving order tracking and performance measurement (KPI) for manufacturing leadership incorporated into leadership

compensation.

Enhancing operator productivity through updated methods/time/motion studies.

Using continuous improvement tools to reduce errors and reworks.

Introducing Toyota Sewing System (Toyota Production System) single piece flow process.

Received Apparel Industry Magazine’s “All-Star” Award 1998 as one of the best 6 apparel companies in U.S.

1997 finalist in Ernst & Young’s “Entrepreneur of The Year” Award for The Carolinas.

Sara Lee Knit Products (previously Hanes Knitwear), Winston-Salem, NC

$3 billion manufacturer/distributor of men and women’s apparel. A division of Sara Lee Corporation, Chicago, IL.

Began career as Management Trainee. Progressed from first line supervision in manufacturing to GM of multi-plant environment.

Education

N.C. State University, Raleigh, NC. BS Textile Technology.

Of Note

Knowledge of quality theory, continuous improvement, and Lean/TPS methodologies.

Selected Volunteer Experience:

Beach Villas at DeBordieu Colony POA - Past Board of Directors & President.

Rutherford Hospital - Past Board of Directors & Finance, Quality - Compliance Committee Chair Building Community (Rutherford Co. NC, non-profit support)

Past Board of Directors KidSenses Children’s Museum - Past Board of Directors & Pres.

Realize Rutherford (Rutherford Co., NC county-wide visioning group) - Past Board of Director of Textile

Clothing/Technology Corp. - Past Board of Directors

Technical Advisory Committee (American Apparel Manufacturers Assoc.) - Past member

Member Town of Lake Lure, NC Board of Adjustment/Lake Structure Appeals Board (quasi-judicial)

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