DARRYL L. MOORE

Pendleton, South Carolina 864-***-**** ac7vgm@r.postjobfree.com

CAREER SUMMARY

Management Professional with broad-based manufacturing operations, engineering, and process improvement experience in high and low volume environments. Leader in manufacturing excellence with over $12M in productivity and cost savings in the past decade. Proven rapid innovator with expertise in:

Manufacturing Management

Lean Implementation

Continuous Improvement

Strategic Planning

Annual Operating Plans

Leadership Development

Precision Machining & Automation (PMi2), Westminster, South Carolina Jan 2015 – Sept 2018

Design engineering and fabrication of custom industrial automation along with high-end machining services

Operations Manager: Responsible to the owners of the company to drive daily operational excellence: improve on-time delivery/customer satisfaction, increase throughput, reduce cost and source raw materials.

Took high chaos environment to record on-time delivery and shop operations profitability in 2016, followed by a record number of machine builds in 2017 with reduced staffing and total man-hours.

Relentless search for outsourcing avenues to increase profitability and capacity while creating parallel paths for reducing machine build lead times.

Reason for leaving – PMi2 suffered declining automation sales and was on the verge of layoffs

MOORE CONSULTING, Laurens, South Carolina 2012 - 2014

Provide engineering and management services to drive Lean implementation/manufacturing excellence: process improvement, changeover reduction, error-proofing, problem solving, and performance measurement systems.

Sargent Metal – metal fabricator: streamlined cost estimating process; designed assembly work areas and created work standards: shrunk one assembly area 50%, improved productivity 35%, reduced changeover time 80%, created one-piece flow and visual management of finished goods

Precision Machining, Inc – automation design & build: project manager for CE marking compliance on machines exported to Europe; created machine manuals, spare parts website, and work standards

Carolina Beverage Group – energy drink co-packer (FDA): process improvement facilitator focused on specialty hot fill line; efforts yielded 44% improvement in throughput and 39% reduction in reject rate within three months; created work standards and management systems for performance tracking and problem solving

Southern Advertising – custom embroiderer: performed value stream mapping and time studies then developed scheduling methods to predict run times, staffing requirements, and order backlog/lead time; created standard work practices to streamline flow and increased productivity 15%

Reason for leaving consulting – enjoyed rapid innovation, but desired to be back in a more long-term & strategic role

TIMKEN COMPANY, Union, South Carolina 2010 - 2011

Industrial bearing manufacturing plant with $100,000,000 sales and 400 associates. ISO-9001 certified.

Business Unit Manager: Responsible to General Manager for $57,000,000 sales product line: CNC green machining and four discreet CNC hard turning, grind & assembly lines. Managed eight direct reports and 140 mfg associates.

Led Lean transformation and reconstitution of operations after 2008/2009 recession. Increased productivity 40% across the value stream despite a 2/3 reduction in average lot size. Primary focus on constraint management and instituting visual management tools. Net Result: Productivity savings in excess of $1,400,000.

Personally modeled the way with nine continuous improvement innovations that enhanced individual functions between 15% and 85%. All were low or no capital cost solutions.

Reason for leaving –business unit was transferred overseas and my position was eliminated.

EXOPACK, LLC, Spartanburg, South Carolina 2007 - 2009

Flexible packaging manufacturing plant with $100,000,000 sales and 375 associates. ISO-9001 certified.

Manufacturing Manager: Responsible to General Manager for printing, small bag converting, and multiwall converting operations and plant maintenance function.

Led major change away from a top-down and capital-intensive improvement culture to a more collaborative, systems-based, and lean environment. Net Result: Reduced manufacturing variance $1,900,000 and quality costs $1,300,000 during the 2009 recession resulting in highest profit margin in plant history.

Resume of Darryl L. Moore

Page Two

Constituted and facilitated weekly departmental scrap reduction meetings; changeover and process variation reduction on new $2M heat-seal bag line, and uptime improvement on proprietary zipper bag machines

Developed comprehensive strategy to lead plant through its first planned scale-back to match major customer’s annual rolling shutdown. Collaborated with HR manager to define staffing moves and temporary layoffs. Hit operating budget and finished goods inventory targets while achieving 100% on-time delivery.

Reason for leaving – during the recession, Exopack eliminated 85 positions including mine.

TIMKEN COMPANY (formerly The Torrington Company), Clinton, South Carolina 2001 - 2007

Tier One automotive supplier; 1,200 associates across 5 product lines; $190,000,000 sales. TS-16949 certified

Business Unit / Plant Manager: (2004 – 2007) Responsible to General Manager for leading plant’s $48M Thrust Bearing Product Line: precision metal stamping, heat treating, finishing, grinding, and assembly. Managed nine direct reports and 300 manufacturing associates; staff’s functions included maintenance, engineering, HR and production control.

Partnered with business management, product engineering, sales, and finance to develop market strategies, continuous improvement plans (CIP), annual operating plans (AOP), and departmental budgets.

Successfully turned around the plant’s largest, most complex, and only unprofitable product line.

Net Result: Reduced operational expenses by $3,100,000 (14% of the total budget) during the first year and an additional $2,200,000 the second year. Led Timken’s automotive division in rate of improvement of manufacturing productivity, total cost of quality, and operational expenditures

Reason for leaving – plant was closed and all production dispersed to other Timken facilities.

Continuous Improvement Manager: (2002 – 2004) Responsible to General Manager for collaborating with all product lines to create a culture based on Toyota’s method of kaizen improvement with emphasis on waste identification and elimination (TPS).

Utilized value stream mapping, standardized work, 5S, one-piece flow, Kanban and machine changeover improvements to break the plant’s historical capital-intense improvement mindset and reduce labor hours, floor space, and inventory. Greatest success was in idling one half of the equipment in one operation while preserving overall throughput. Net Result: Annual savings of $330,000.

Pioneered plant’s Annual Operating Plan (AOP) to predict future monthly P&L’s and the impact of continuous improvement projects on the bottom line; became Timken automotive division standard.

Reason for leaving role - was asked to turn around another Business Unit.

Business Unit Manager: (2001 – 2002) Responsible to General Manager for the Roller Product Line which produced 6 billion precision rollers annually. Managed $19M operating budget, eight direct reports and 180 manufacturing associates; staff’s functions included mfg, maintenance, engineering, HR and production control.

Transitioned the product line management structure from traditional to Toyota’s team-based Group Leader/Team Leader format to facilitate rapid change and emphasize at-the-source problem solving.

Led failing product line to best-ever performance. Set productivity and machine uptime records; maintained positive improvement trends during downsizing.

Net Result: Improved productivity 30%, on-time delivery 50%, reduced scrap 60% and spending 17% against standard: reduced overall expenses by $1,900,000 (10%).

Business Unit was transferred to another facility and I was asked to pioneer the plant’s Lean efforts

Manufacturing Superintendent (The Torrington Company): Walhalla, South Carolina 1997 – 2000

High-volume automotive thrust bearing plant with $72,000,000 annual sales. Responsible to Plant Manager for manufacturing and engineering functions. Managed eleven direct reports and 270 manufacturing associates. Directed long-term planning, $4M capital equipment budget and $1.8M annual productivity improvement initiatives.

Fostered culture of continuous improvement. Drove quality, productivity and spending improvements resulting in reduction in standard cost year-over-year. Net Result: Halted four-year decline in profitability and helped generate 2% profit improvements per year. Plant was the perennial cash juggernaut of Ingersoll-Rand.

Was asked to transfer to Clinton Plant to turn around a failing product line

EDUCATION

Bachelor of Science Degree in Mechanical Engineering – Clemson University – Clemson, South Carolina

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