SKILLS PROFILE

Plant organization, and design

Staff management, planning and mentoring

Inventory minimization and control

Labour and time management

Supplier negotiations

Labour negotiations

Staff morale and team building

Time management

PROFESSIONAL EXPERIENCE

Alpa Roof Truss 2017 to 2018

Plant Manager

Manage day to day production of approximately 100,000 fbm of roof trusses, with 3 buildings on 2 shifts

Maintain weekly inventory to aid in purchasing

Trained up supervisors to be better at communicating with employees

Sat on health and safety committee, helped create new safety guidelines and policy

Helped redesign yard for greater use of space and easier access to older stored trusses

Worked to have better turn over of lumber stock

Operations Consultant 2009 to 2011, 2014 to 2017

Assisting clients in original setup, organization and redesigning production floor and line, warehouse and all flow of operations.

Redesigned warehouse floor to improve flow of work and decrease wasted space

Redesigned production line to increase efficiency

Create systems to better use people and equipment

Train up managers to be proper managers, to control and use employees properly

Setup new warehouse to maximize use of space.

Total Pallet Solutions Inc.

Operations Manager (Contract) 2013 to 2014

Total Pallet Solutions Inc. is a Supplier of new pallets. With 45,000 Square feet of production space and 35 staff TPS supplies new pallets in specialized sizes to Ontario companies as far away as North Bay. Manufacturing 10,000 plus pallets a week and using Just in time construction to maintain excellent customer service. Daily duties include planning production for the plant, resource management, Human resources, quality control.

•Manage shipping and receiving staff

•Reorganized placement of production line to increase efficiency

•Trimmed staff to improve efficiency

•Mentored new employees

•Manage monthly inventory

•Planned semi-annual company lunches

•Oversea enlargement of yard

•Redesign yard layout to maximize storage and improve efficiency

Paramount Pallet, LP 2011 to 2013

Operations/Purchasing Manager

Paramount Pallet LP is a national pallet supplier. Supplying pallet needs to all sizes of clientele. The Toronto location has a staff of 85 production employees with 160,000 plus square feet of warehouse space with 6 acres of outside storage, recycling close to 10,000 pallets a day on 2 shifts. Nationally they have 7 other locations to serve all major markets. Daily duties include planning production for the plant, resource management, Human resources, quality control.

Redesign yard layout to maximize storage and improve efficiency

Part of management collective bargaining team

Dealt with all issues of employee discipline some with 3rd party arbitrator

Manage shipping and receiving staff

Set new productions parameters and set new flows to lower staffing costs

Negotiate with suppliers to lower material costs

Redesign production line to improve efficiency

Manage changeover of new pallet style

Worked to upgrade skills of all employees

Set up mentoring program for new employees

Manage monthly inventory

Started monthly employee appreciation lunches for all production staff

Set up a 3 strikes program for failure, and worked with supervisors to train up troubled staff

Assist sales staff with customers and arranging programs to best suit their needs

Set new parameters for quality control

Trimmed staff to improve efficiency

Nimlok Canada Ltd. (Markham) 2007 to 2009

Operations Manager/Project Manager

Nimlok Canada Ltd. is a member of The Nimlok Group a multinational manufacturer and distributor of custom and ready made trade show displays with offices in the US, UK, and Australia, employing close to 500 people world wide and 45 in the Markham office. My responsibilities included managing all day to day operations, working with sales and design staff to create and finalize quotes, project management and manage the purchasing department.

Acted as the liaison between the sales, design teams and production on all issues surrounding custom design and manufacturing of the displays and components.

Redesigned estimate system to better capture true costs

Sourced new suppliers to lower manufacturing costs

Updated job costing forms to include better tracking of labour

Redesigned procedures from blueprints on to assist in accurate job costing

Developed quality control infrastructure called Preflight and Pre-design which resulted in improved profitability, and increased customer satisfaction

To lower material costs, group buying program was established in concert with US and UK offices

Sourced and developed new products along with R & D offices in the US and UK

Involved in Health and Safety committee

Re-organized warehouse and shipping department to lower staff and decrease turn around time and shipping costs

Lowered standing inventory by 40% more accurate forecasting and smaller but more regular purchasing from suppliers

Trimmed staff by 30% while maintaining customer satisfaction

Mercury Manufacturing Inc. (Scarborough) 2002 to 2007

Manager

Mercury manufacturing was a lumber re-manufacturing facility with a staff of 30 providing custom and general millwork as well as re-grading for residential builders and industrials users. I was recruited by owner due to my success at Logipal.

Reduced inventory 70 % over a 3-month period by finding new ways of using obsolete inventory

Improved forecasting by developing relationships with key clients and meeting monthly to better evaluate their needs.

Did takeoffs from blueprints of customs homes

Created job costing system to better evaluate job profits between inventories.

Set up relationships with key suppliers for Just in Time delivery

Negotiated contracts with Britannia Lumber to handle all their milling to allow the shut-down of their own mill, thereby using excess capacity and improving the bottom line.

Re-designed and re-built machinery to increase efficiency. Line involved by redesign increased efficiency by 80%

Setup program with lumber treaters to increase profit of load from $500 to $3000

Sat on health and Safety Committee

During off peak season yard reorganized to be used as storage and distribution facility for Loblaws Garden Centre, increased bottom line profit by $100,000 and kept staff from being laid-off

Increased customer base by 10-fold., including wholesalers acting as agents for Mercury

Started CANEI (constant and never-ending improvement) program to involve staff in improvements in production and quality

Worked with partner window company to improve efficiency and lowered material costs

Handled shut down and sell off after being bought out by competitor over 3 months

Logipal (Scarborough) 2001 to 2002

Operations/Logistics Manager Ontario Region

Logipal was a manufacturer and recycler of wooden pallets and crates. With its 3 Ontario divisions (Perry Sound Pallet, New and Used in Scarborough) Logipal employed over 140 people, with 120 being in the operations department.

Building was inefficiently designed, after redesigned was able to sell 25% of forklift fleet and production rose from 5000 to 7200 units per day.

Profitability rose as fixed costs decreased with the redesign of the 4 production lines

High inventory was lowered to improve cash flow and allow for quicker response to immediate needs

Setup relationship with key supplies to eliminate stock shortages

Involved with health and safety committee

Negotiated with CHEP to act as repair centre adding two production lines

Setup “Heat Treat” program to allow pallets to be used overseas shipments thereby increasing potential markets.

Worked closely with CFIA (Canadian Food Inspection Agency) helping set standards for “Heat treating” Pallets

Met with key clients to better evaluate their needs

Created QC program to lower client complaints to less then 1%

Imprints Canada (Markham) 1998 to 2000

Production Supervisor

A supplier of custom printed supplies to the automotive dealers across Canada.

Assisted the General Manager in the day to day operations of the production department

Negotiated with key suppliers to lower costs and inventories

Planed all production runs and managed customer service

Sourced and developed new products with sales staff

Weston Forest Corp. (Mississauga) 1993 to 1997

Assistant to Operations Manager

Weston Forest is a large lumber wholesaler with multiple locations and divisions. Headquartered in Mississauga and employing 95 people on 12 acres.

Planned and coordinated daily production schedule and operations timetable

Assisted the Account Department with monthly inventory and AP and AR reconciliation

Purchased and scheduled maintenance for fleet vehicles of 20 power units, 30 trailers 15 forklifts and 30 salesmen vehicles.

Conducted fleet analysis of vehicles to ensure that all vehicles were replaced before maintenance costs were prohibitive.

Negotiated with customs brokers as commerce to the US was initiated and grew

Negotiated with shipping and transport company’s as business opened overseas

Setup operating procedures with CFIA (Canadian Food Inspection Agency) to allow export of Lumber overseas

Involved with Health and safety committee

Sourced and purchased all special orders for exotics materials

Due to massive growth in export division located rental building for storage and preparation of overseas shipments

Upgraded office and communications equipment

Part of team that kept costs down as sales increase by 300% over 4 years operations costs only increased by 20%

EDUCATION & PROFESSIONAL DESIGNATIONS

2004 OLMA/NLGA

Stud and Structural Lumber Grading Certificate

2000 PCT Skill Set Centre

Business Administration and Operations Management Certificate

Project Management Certificate

1990-1994 University of Toronto

BSc. Program

VOLUNTEER AND COMMUNITY INVOLVEMENT

2008-2017 Ride to Conquer Cancer

Road Crew Lead

2004-2013Weekend to end Breast Cancer

Participant and Volunteer

1982-1995Vaughan Glen Hospital

Volunteer1987-1992 Jerry Lewis Telethon Volunteer

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