Summary An accomplished professional Plant and Operations Manager with a demonstrated track record in Lean

Manufacturing Implementations, Toyota Production Systems, and Six Sigma operations and management.

Experience in applying appropriate technologies and management practices to improve performance, reduce

waste, and increase quality. Demonstrated skills in team building, resource allocation, problem solving, process

improvements, logistics management, waste reduction and leadership training. Successful experience in

transitioning business strategies, visions and missions into a process maps and definable results.

Experience 2011-2013 Advanced Industries Inc. Odessa, MO

Operations Manager

Responsible for managing the production, maintenance, quality, and logistics for this privately held company with over

$15 million in annual revenue. Provided the strategic direction of the company and served as the day to day

leader for the 100+ employees in 100,000 square feet of production in three local facilities. Areas of

responsibilities include: manufacturing processes, productivity and labor efficiencies, continuous improvement,

performance management, and compliance with policies and regulations. Specifically:

• Implemented cost effective controls over capital, operating expenditures, manpower, and wages.

• Managed capital assets and maintenance.

• Interpreted and provided guidance to lead personnel on specifications, blueprints, and job orders.

• Directed activities regarding quality, workload capacity, safety, staffing, and component issues.

• Oversaw maintenance of labor, time, quality, and production results and recordkeeping.

• Maintained optimal production levels and efficient use of labor, machines, and equipment.

• Scheduled and coordinate activities to fulfill orders and deliver products on time.

• Drove continuous improvement within workforce through mentoring and coaching.

2010-2011 Accessible Technologies Lenexa, KS

Plant Manager

Member of the executive management team with responsibilities for Production, Inventory Control,

Manufacturing Engineering, Quality, Logistics, and Safety. Responsible for directing and leading all

manufacturing operations with bottom line responsibilities for CNC machining, precision, component,

and final assembly, welding, and inventory control. Products manufactured in this facility include an

automotive aftermarket super charger, centrifugal blowers for the aircraft deicing industry, and a

recently introduced pneumatic conveyance system. Accomplishments include:

• Design, purchasing and construction of a state-of-the-art aerodynamic test lab and quality department.

• Layout and startup of the manufacturing facility for a new pneumatic conveyance product.

• Initialization of a cross functional safety committee. Achieved over 1600 days without a lost time accident.

• Implementation of a quality audit system with root cause analysis and corrective action.

2005-2010 RSI Home Products Lincolnton, NC

Plant Manager/ Inventory Manager

Plant leader for a high volume bathroom vanity and kitchen cabinet manufacturer with the focus “to be

better every day”. Responsible for mill operations for 200 employees with $450MM in sales with a

commitment to safety, quality, delivery, and efficiency. In 2008 expanded responsibilities to include

implementation and management of a new inventory control system.

• Developed cross functional employee training to maintain necessary production levels while reducing

headcount 18%.

• Accomplished a 39% reduction in WIP and raw material inventories with implementation of Just-in-time

and Kanban systems.

• Lead company safety team and reduced plant incident rate from 7.9 to 1.6 in less than 20 months.

Recipient of the Outstanding Safety Award from state of North Carolina.

• Developed a quality corrective action system and provided root cause training resulting in a reduction of in

process defects by 70%.

• Improved communication of key business metrics by utilizing “Walk-About” management style and

department communication boards.

• Utilized process mapping to redesign plant layout and reduce material handling 60%.

• Reduced scrap costs 90% by enforcing operator quality controls, 5S and implementing standard operator

process sheets.

• Implemented a comprehensive recycling and trash reduction program to reduce turn a $1MM yearly

business expense to a profit center.

2002-2005 Continental Disc Corporation Liberty, MO

Plant Manager/ Lean Coordinator

Responsible for the day-to-day operations with P&L accountability for a $40M manufacturer of pressure relief

products serving such industries as pharmaceutical, petrochemical, automotive, aerospace, and military

defense. Directly responsible for 150-employee operational team including manufacturing, purchasing, quality,

inventory control, production control, and maintenance and coordinated efforts with two other facilities.

• Implemented comprehensive TPS lean manufacturing system – Certified Lean Trainer for workplace

organization (5S), continuous improvement (Kaizen), visual factory management, value stream

management, error proofing (Poka-Yoke), TPM, pull systems (Kanban), changeover and standard work.

• Reduced inventories by 31.5% - increased inventory turns by 50%.

• Improved on-time deliveries by 20% while improving quality PPM’s by 85%.

• Reduced overtime by 75% yielding $250K savings per year while reducing workforce by 13%.

• Consistently exceeded sales budgets while keeping operating costs below budget.

• Reduced costs of raw materials through global sourcing strategy and supply chain management.

2000-2001 Nor-Cal Products Yreka, CA

Manufacturing/Operations Manager

Managed all production departments (CNC & manual mills and lathes, welding, assembly, chemical

cleaning, etc.) for 245-employee stainless steel fabrications operation supplying vacuum equipment for

the semiconductor industry. After 6 months was promoted to Operations Manager responsible for

Materials, Production Control, Engineering, Manufacturing, Logistics, Maintenance and Safety.

• Increased output from $26 million to $54 million per year.

• Implemented Lean Manufacturing system to reduce manufacturing cycle time from 21 days to less than 5

days.

• Achieved Preferred and Certified Supplier status for Applied Materials.

• Implemented an internal Advanced Product Quality Planning strategy to ensure products manufactured

met customer requirements. Program included such areas as company vision, product design, supplier

qualification and development, lean manufacturing, statistical process control and mapping, quality

standards, employee training, safety and ergonomics and corrective action.

1990-2000 Alfa Laval Agri. Inc Kansas City, MO

oduction Manager (1995-2000)

Responsible for production, assembly and quality of products manufactured at the Kansas City

operation. Responsible for overseeing production schedules, and regulating workflow to insure

maximum production capacity. Evaluating requirements for new product designs to ensure

manufacturability within budgetary constraints. Developed and planned budgets for all areas of the

production facility and was directly responsible for staffing, compensation, terminations, transfers and

promotions.

• Implemented Lean Manufacturing system reducing work-in-process inventory from $1.2 million to $150K

and throughput time by 230%.

• Increase production by 32% while reducing headcount by 18%.

Quality Assurance Manager (1990-1995)

Directed and coordinated quality activities with Marketing, Engineering, Purchasing, and Manufacturing to

insure that products met specified requirements and customer expectations. Directly responsible for

vendor selection and qualification, incoming and finished goods inspection, TQM and ISO 9000

implementation and training, measuring performance using SPC and implementing corrective action.

• Reduced warranty returns over 5% to less than 2%.

• Member of cross-functional team to develop “Best Partner” supplier development program to measure,

evaluate and cultivate partnerships with suppliers. On site evaluations resulted in improved delivery, quality

and reliability of products supplied by Alfa Laval.

• Streamlined communications between the dealer network, technical support and quality department to

improve feedback on quality issues and implement corrective action in an expeditious manner.

1987-1990 Boeing Advanced Systems Seattle, WA

Manufacturing Engineer

Developed and monitored the manufacturing processes of advanced composite components used for R&D

testing and developmental manufacturing. Directly involved in all phases of the manufacturing process

from product concept through delivery; including production, cost reduction, and problem solving.

• Member of developmental team for B2 Stealth Bomber and ATF Stealth Fighter.

• “Secret” security clearance granted, 1987 by U.S. Department of Defense.

1979-1984 Crystal Creek Dairy Etna, CA

Dairy Herdsman

Over saw and management of a 250 head dairy operation. Responsibilities include milking, feeding, breeding, record

keeping, herd health and equipment maintenance for the operation.

Education 40 of 60 hours course work completed University of

Phoenix Kansas City, MO MBA Business Administration

April 1987 Brigham Young University Provo, UT

B.S., Manufacturing Engineering

Skills & Certifications

Certified Lean Trainer for Workplace Organization Kaizen – Continuous Improvement

Kanban – Pull Systems Poka Yoke – Error Proofing

Toyota Production Systems Certification

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