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Manager Resources

Snellville, GA, 30078
100000 +
October 10, 2018

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***** ******** ******* *******, **** 44146

PHONE: 330-***-**** •EMAIL:



Goal-driven and performance-focused management professional with a diversified background leading fast-paced, high-tech environments that require expertise in operations planning, employee development and implementing strategies to drive efficiencies and cost control.

15-plus years in manufacturing management and project management in automotive and aerospace.

Well-developed communication and leadership skills.

Strong proficiency in SAP, Microsoft Office Outlook, PowerPoint, Word, and Excel.

Thoroughly familiar with a broad range of manufacturing principles, including Toyota Production Systems, Lean manufacturing, cellular manufacturing (CNC machining), kaizen, Theory of Constraint, 5S, TPM, OEE, and Root-cause Analysis.

Familiar with the principles of ISO 9001, AS9100, and TS 16949.

Currently pursuing Six Sigma Green Belt Certification.


Plant Operations Manager

Salem Tube, Greenville, PA. (March 2017- Present)

Leads, directs, and coordinates the overall operations of a cold drawn tube operation. Operation consists of 160 hourly. Direct reports are a Plant Superintendent, Maintenance Manager, planning dept., Health and Safety Manager, and a Process Engineer Manager that supply the aerospace, and oil and gas industries.

Manages and creates plan for CAPEX projects.

Develops appropriate metrics to continuously improve daily operations.

Collaborates with Human Resources Manager to identify safety system improvements.

Negotiates Collective Bargaining Agreement with International and local union.

Manages daily P&L and develops plant budget.

Effectively leads a culture of change and continuous improvement.

Accomplishment: Developed a finishing dept. cell that reduced headcount by 3 employees ($210,000).

Senior Group Leader

ALCOA Inc., Cleveland, Ohio (May 2014- December 2016)

Manages the daily operational and continuous improvement activities in the sawing, forging, repair, and pickling operations.

Leads SHE (Safety, Health, and Environmental) initiatives through effective communication and development of corrective actions.

Develops production and manpower schedules for all operations and shifts in order to meet delivery schedules.

Responsible for establishing and attainment of Earned Standard Hours goals and Variable Conversion Cost (VCC) targets of operations.

Drive standardization of processes and identify areas of improvement by use of root-cause analysis and the contributor analysis process.

Collaborate with maintenance management to schedule equipment maintenance schedules.

Accomplishments: Increased productivity in the repair department 14% month-after-month by reducing headcount and implementing various lean manufacturing tools.

Production Supervisor

Nestle USA, Solon,Ohio (January 2013-May 2014)

Supervises a team of up to 40 associates in the daily production activities.

Effectively manages daily material and labor budgets

Drives continuous improvements through management of KPI's specific to safety, quality, efficiency, performance, material, and labor.

Manages activities that not only promote a safe work environment, but decreases first-aid and recordable injuries.

Responsible for implementation of training, discipline, and staffing objectives of the operation.

Accomplishments: Developed process improvement that reduced product loss and cost-savings upward of $200,000 within my first year.

Area Manager

Wyman-Gordon Forgings Inc., A PCC Company Mountaintop, PA (Sept 2011-January 2013)

Led 108 hourly employees and managed four direct report supervisors in a flash-welded ring fabrication, heat treatment, and machining operation that supplies the aerospace industry.

Managed the achievement of throughput targets so that goals are achieved in a safe, quality, and efficient manner. Implemented corrective actions when targets are not met.

Developed and assisted in the implementation of strategic operational and capital budget plans to ensure long-term business viability.

Successfully led responsiveness and cost reduction through management of Theory of Constraints and operational work rules.

Responsible for implementation of training, discipline, and staffing objectives of the operation.

Collaborated with Engineering and Quality to identify opportunities to maximize production and minimize scrap.

Accomplishments: Facilitated $1 million cost-savings iniative by bringing outsourced machining work back in house. This was achieved by building capabilities in hourly staff, collecting revenue from scrap chips, and developing machining cells

Production Manager

Thyssen Krupp, Aurora, Ohio (March 2007- Sept. 2011)

Managed 90 hourly employees and three direct report supervisors in the daily duties of a seamless ring rolling forging, heat treatment, and machining operation that supplied the energy and aerospace industries.

Established quarterly production schedules in all operations of the business (sawing, forging, heat treating, inspection, machining) with constant attention to inventory, lead times, and maximization of furnace loads. .

Process monitoring of the production process to make recommendations for improvements to processes in reference to QRM and Lean strategies.

Led a Kaizen event in the machine shop that developed efficiencies and eliminated waste in the process. Introduced cellular style machining to machine shop.

Interviewed job applicants to satisfy job vacancies

Coached direct reports and developed tactical methods for self-improvement.

Accomplishments: Yielded over $200,000 in annualized cost-savings resulting from headcount reduction. Developed standardized work instructions for all areas of the forging operation that achieved 92% first pass yield and $152K annual savings.

Production/Materials Supervisor

General Motors Corporation/ Delphi Automotive, Warren, Ohio (May 1994-March 2007)

Supervised up to 35 employees in daily automobile manufacturing and logistics operations.

Effective use of JIT (Just in Time) and sequenced parts production in daily operation in order to maintain inventory control.

Maintained production cost schedules and quality requirements through use of production pull system.

Performed evaluations and coaching to employees regarding job performance, and methods of performing job tasks.

Ensured production resources including materials, equipment, and manpower were available to maintain production schedules.

Accomplishments: On Continuous Improvement team that developed a Production Pull system that effectively reduced in plant inventory by use of Just In Time (JIT) delivery. Continuously improved material flow by redesigning plant layout/delivery routes.


Tiffin University, Bachelor of Business Administration degree in Organizational Management

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