RALPH M. *** Gravel Ridge Road

BURLINGHAM Kitchener, ON N2E 0B2

Cell 519-***-****

Home 519-***-****

acambk@r.postjobfree.com

SENIOR OPERATIONS LEADER

PROFESSIONAL PROFILE

** ***** progressive experience as a senior leader within multi-national

manufacturing facilities, bringing valuable expertise in operational

improvements through results focused strategic planning and project

management initiatives that contributes to an organizations key revenue

targets and superior customer relations

o Turnaround expert - Proven record for assessing and implementing

strategies that improve overall operations, using sound judgement,

change management techniques and communication that inspire large

teams to contribute with a sense of urgency

o C.I. - Apply Lean principles to achieve on-going effectiveness and

improvements within North American facilities where significant

results are achieved quickly with long term impact

o Leadership - Using a style that is clear, direct and focused on

results successfully communicating the vision, goals and issues to

each member to ensure participation and commitment is achieved

o Financial Management - With a strong foundation as a senior financial

expert, have applied this knowledge and experience directly into every

aspect of the operations that contributes to the success of each

project

WORK EXPERIENCE

HENNIGES AUTOMOTIVE (formerly Metzler/Schlegel/BTR),

Welland/Oakville, ON /Reidsville NC 1996-Nov 2012

(A world class provider of vehicle sealing and anti-vibration solutions

for the global automotive industry &

building product window and door seals)

Director of Operations (2007-2012)

Reporting to the VP Operations, overseeing 8 direct reports and 800

employees in 3 facilities (Oakville, Welland and North Carolina) with

revenue of $150M, responsible for the Welland turnaround and closure

projects, developing and implementing the leadership and HR strategy and

implementing a CI philosophy within the culture to achieve improvements in

quality, revenues and performance.

. Brought in to the Welland facility as a Turnaround expert as plant was

losing 800K to 1M per month. Quickly identified key issues in overhead,

scrap, labour, quality, manufacturing processes, leadership & HR,

training, communications and union relations.

. Improved and expanded the Problem Solving and QOS (quality operating

system)

. Eliminated 100% of third party containment over a four month period

resulting in savings of $1.6 M per year

. Restructured the Quality Department adding a Quality Manager, Quality

Engineer and reduced redundant staff. Worked with General Motors Supplier

Quality Engineer and new quality staff to implement improved quality

systems (QSB and Fast response system); Received General Motors QSB

certification in 16 months and achieved a 90% reduction in complaints

. Trained 100% of staff and associates on problem solving methodology;

employees were actively participating on problem solving teams within 12

months. Through the use of our problem solving training of the staff a

system was developed to review the five top scrap generators and develop

actions and timing for improvements In the first year scrap was reduced

by 50% with the plant scarp averaging 3.8% during the following years

until closure

. Improved Union-Management relationships through increased communications,

Successfully negotiated contract avoiding strike action

. In partnership with Union revised an effective return to work program

resulting in replacing a third party Security company with existing staff

requiring sedentary work. This action resulted in an annual saving of

over $300K via eliminating outside security company

. Regularly meeting set up with on site leadership team and all associates

every three months to track improvements of the facility, receive

feedback from the associates and evaluate performance. Redistributed

duties and overall salary staffing was rationalized from 93 to 48 saving

approximately $3M

. Mentored selected staff in Missouri and Mexico operations, as part of the

Rising Star Leadership Development program, building capacity in dealing

with people, corporate politics and execution of responsibilities.

. Initiated a profit improvement program in the Oakville and Welland

facilities; achieved $5M in annual savings

. Established monthly financial and non-financial metrics; received G.M.

Quality award in 2011 and achieved 95-100% on all metrics.

. Exceeded the annual product and process innovation targets by

implementing more than the required 6

. Launched a work share program during the 2008 economic downturn; Reduced

salaried staff and direct/indirect labour by 50%, Successfully managed

the downturn while exceeded financial expectations

. Negotiated with Chrysler to pay $1M for new tooling of the JS program for

the North Carolina facility

. Negotiated quality requirements with BMW and reduced $100K in

chargeback's

. Spearheaded the expansion of the building products group (Seals for

Windows and Doors) in Oakville; built a team to move into the retail

business that included product development, global business partner

development, website, retailer presentations, packaging designs and

product set up for bar coding; Negotiating a partnership with Owens

Corning to launch 'Zipper Pile' a new patent product, and established a

strong presence in the UK market

. Led the Welland plant closure and product transfer project from Mar 2011

to Dec 2011; met all timelines and came under budget as well as sold the

building within the same year. Transferring into Mexico, US and Canada

that included 6 facilities ($60M worth of business)

. Re-commissioned and transferred 2 production lines to China resulting in

a capital savings of $1M

. Acting member on the board of directors for Schlegel, Henniges Canada

Inc.

General Manager, Oakville (1999-2007)

Reporting to the VP Operations, responsible for 8 direct reports and 250

employees within a $39M facility with key goals of establishing and meeting

monthly metrics, annual profit improvement objectives, developing the TPE

business strategy and implementing the chargeback policy for intercompany

purchases.

. Consistently achieved 95%-100% of monthly metrics

. Received award for having the safest plant and lowest number of PPM's

multiple years

. Investigated causes of and implemented a scrap reduction system resulting

in reducing scrap from high 10% to high 3% range

. Negotiated a scrap recovery of $475K from a supplier due to poor quality

of materials

. Worked with Management team and production to meet annual Continuous

Improvement targets of $1-2M year over year

. Worked closely with Federal government to implement a Work Share program

saving $365K within a 6 month period

CFO (1996-1999)

Reporting to the President, in a $30 M facility, with 7 direct reports,

accountable for monthly and annual reporting, R&D tracking, labours

contracts, IT & Human Resource and MRO Inventory Management system

. Implemented an Activity Based Costing project internally saving $120K

. As a member of the Corporate Manufacturing strategy team, recommended

where to make products and North American initiatives to drive profits

and reduce costs, including opening a plant in Mexico

. Manage the transfer of Ohio plant to Canadian operational control which

turned a profit for the first time since its inception

. Launched R&D tracking system which received $150K - $300K in annual

rebates

. Developed strong relationships with union; all contracts were signed

without strike action

POLYCON INDUSTRIES (Joint venture between Ford/Magna) 1990-

1996

Controller

Reporting to the AGM of Finance responsible for monthly and annual

reporting, project management and implementation of news systems and

processes within a $100M facility

. Successfully managed the tracking of the construction of a 1M sq ft

facility, met all timelines and budgets

. Received a $2.5M R&D rebate using a new tracking system

. Successfully implemented a MAPICS reporting system within the one year

deadline

HARDING CARPETS, Brantford, ON 1986-1990

Manager, Corporate Budgets and Manufacturing Costing

BUNDY TUBING, Cambridge, ON 1981-1986

Controller

EDUCATION & PROFESSIONAL DEVELOPMENT

o Expert knowledge and application of TS 16949, ISO 9000, and ISO

14001 standards

o Strong knowledge of MOE, MOL, TSSA and OSHA requirements

o Leadership Training program, CRUX MOVE Consulting, Michigan

o Operation Management Certification, Queens University, Kingston,

ON

o Marketing Management certification, Richard Ivey School of

Business

o Engineered Materials, Electromechanical Controls, Eng.

Mathematics, Humber College

o Six Sigma Black Belt, Pinnacle Partners Inc. Oklahoma

o GD&T & FMEA program, Program Management

o Lean Manufacturing program

o Mentor, Emerging Talent program

o CMA designation

Conestoga College of Applied Arts and Technology

Business Administration - Accounting diploma program

Volunteer Work: Currently assisting "Leadership Waterloo Region" on a

volunteer basis to help them develop and launch a "Marketing/Branding Plan"

for their leadership training program.

EXCELLENT REFERENCES AVAILABLE

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