Vice President/Director/Plant Manager/Gm

LAWRENCE M. RENTZ

** ********* ****** 631-***-****

Mount Sinai, New York 11766 ******@***.***

VICE PRESIDENT/DIRECTOR/PLANT MANAGER/GM

VISIONARY LEADERSHIP STRATEGIC PLANNING PERFORMANCE TURNAROUND

Performance driven and solutions focused manufacturing/supply Core Competencies

chain leader, consistently successful at improving productivity, Multi Plant Management

quality, efficiency and processes. Turnaround & Change Management

Delivering revenue & profit growth through innovative leadership, Profit & Loss Management

Lean Principle, empowerment and accountability, teamwork and a Risk Management

commitment to customer service.

Process Engineering

Turnaround/Change agent–consistently asked to take on difficult

Startup, Pilot & Prototype

challenges, improve business performance and to create a culture

Manufacturing

of world class performance.

Facility Sourcing & Spec

Strategic thinker with equal emphasis on tactical execution.

Plant Startup & Relocation

Industry experience; Aerospace, Automotive, Surgical/Medical,

Strategic, Operational & Tactical

Firearms, Electro mechanical switches/components, DOD, Carton

Planning Inventory Management &

& Packaging, Capital & Industrial Equipment manufacturing.

Distribution

Process experience; Tool & Die, Stamping, Injection Molding,

Quality Control & Quality

CNC Screw Machine, Wire Forming, Heat Treating, Plating,

Assurance

Welding, Sintering, Die Casting, Robotics, Automation,

Vendor/Supplier Relationship

Assembly.

Management

Customer Relationship Management

Conflict & Labor Resolution

Negotiation & Communication

PROFESSIONAL EXPERIENCE

CHECKMATE INDUSTRIES INC. West Babylon, New York February 2012 – April 2013

Manufacturer of parts to OEM’s in the gun industry. Surgical and medical equipment manufacturing with

$35million revenue.

Director of Manufacturing/Supply Chain/Quality – Reporting to President (Owner)

Hired to improve performance company wide, areas of concern included manufacturing, quality,

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supply chain, production planning, warehouse operations, labor relations, etc.

Developed short term, strategic & tactical manufacturing & supply chain initiatives to improve

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production efficiencies, production planning, labor planning reduce inventory, manage risk & leverage

spending.

Developed cradle to grave systems for ramp up & process flow for new product line development.

•

Managed P&L, cost control and budget planning.

•

Key Projects and Accomplishments:

Identified and executed improved manufacturing processes and CI initiatives in support of increased

revenue opportunities. Resulting in increased revenue dollars of $3,000,000+.

Identified and implemented changes to existing and new supply chain resources through supplier

development and change initiatives resulting in cost reductions up to 30%.

ALAN RITCHEY INC. Valley View, Texas March 2000 – January

2012

Tier 1 Capital Equipment & Warehousing & Distribution supplier to the United States Postal Service with

$160 million revenue.

Division Manager – Multi Site (6) Reporting to CEO/President 2008

2012

Plant Manager – NY and PA Sites 2000 2012

Recruited to turnaround poor performance across all manufacturing, production, warehouse and

•

distribution operations while delivering both revenue and profit growth.

Holding all operations management and full P&L accountability.

•

Managed CBA negotiations and labor relation issues at union sites.

•

Spearhead the opening, relocation and closing of sites nationwide – modeling production flow,

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equipment layout and infrastructure installation.

Key Projects and Accomplishments:

Championed a complex $2 million custom automation and robotics capital equipment project to

improve quality, streamline production and distribution processes. Later patented, marketed and sold to

industry leaders.

Interviewed, hired and managed top engineering firm to assist in the build of customized equipment

for carton and box folding that reduced costs annually by an average of $385,000 per site in six cities

nationwide.

Led massive plant turnaround of the NY and PA facilities on track to lose a combined $3.8

million/year. Leading to profitability margins of 18+%

Instituted major cost savings and efficiency programs, including the introduction of Lean Principles

that reduced the workforce by 30% totaling $2,000,000.

Drove multiple green energy initiatives including replacing costly halogen lighting with high

efficiency T 5 lighting and migration from propane powered material handling equipment to AC

battery powered equipment, resulting in more than $300,000 in first year savings.

STERLING, INC. Deer Park, New York February 1998 March

2000

Tier 2 Automotive parts manufacturer with $13million in annual revenue.

Plant Manager – Reporting to President (Owner)

Key Projects and Accomplishments:

Established an ERP/MRP system to improve supply chain/manufacturing efficiency which led to a

material inventory savings of 22%.

Reduced spending waste by $300,000 through the creation of a PPV program to determine in house

manufacturing effectiveness versus outsourcing.

TRW STEERING SYSTEMS Yaphank, New York 1995 1998

Tier 1 Fortune 500 supplier for the Automotive Manufacturers.

Production Control Manager – Reporting to Division GM

Key Projects and Accomplishments:

Improved on time delivery rate from 89% to 98% and recovered $12,000 monthly in customer

enforced late fees through the development and implementation of a KPI’s designed to monitor

production and delivery performance.

Reduced inventory supply requirements 18% by refining the material planning system and

performance reports distributed in daily production meetings to pinpoint and resolve production

concerns.

DEUTSCH RELAYS, INC. E. Northport, New York 1988 1994

Top Tier Manufacturer of electro mechanical switching technologies to DOD and the commercial industry.

Manufacturing Operations Manager Reporting to VP of Operations

Key Projects and Accomplishments:

Six Sigma achievement and recognition from Hughes Aircraft, McDonnell Douglas and General

Dynamics through implementing a Continuous Improvement Program through use of SPC, Lean

Manufacturing, Cell Manufacturing and Employee Training and Empowerment.

Conversion of 90% of the mechanical inspectors representing a $200,000+ payroll from indirect to

direct labor by use of the Continuous Improvement initiative.

PROFESSIONAL DEVELOPMENT

CERTIFICATIONS/TRAINING

ISO 9000/9001/9002 Six Sigma 5S Lean Manufacturing Cell Manufacturing

TQM Kan Ban Kaizen SPC & Gage R&R ERP/MRP

EDUCATION

TOOL & DIE APPRENTICESHIP 1981

SUFFOLK COUNTY COMMUNITY COLLEGE, New York

Manufacturing Technology & Process Engineering 1982

LONG ISLAND UNIVERSITY, New York

BS Business Management 1985

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