Manager Operations

JAMES GAZDICK

**** * *** * ( La Porte, Indiana **350 270-***-**** (

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OPERATIONS MANAGER

Dynamic manager with over 24 years of experience surpassing overarching

operational objectives for multimillion-dollar corporations. Proven ability

to assess needs and implement strategies for new systems while identifying

areas of cost savings. Adept at establishing key metric standards to

evaluate all areas of operations while ensuring compliance with regulatory

requirements. Comprehensive knowledge of the manufacturing industry.

Recognized as a results-oriented leader with outstanding interpersonal

skills.

CORE COMPETENCIES

Strategic Planning ( Change Management ( Capital Planning ( Organizational

Growth

Training & Mentoring ( Team Development & Leadership ( Client Relations (

Negotiations ( Hiring

Cost Savings ( Vendor Relations ( System Improvements ( Processes &

Procedures ( Safety

Logistics ( Audits ( Reporting & Documentation ( Compliance ( Procurement (

Customer Service

PROFESSIONAL EXPERIENCE

STRICK CORPORATION, Monroe, Indiana ( 2006 to 2008, 2010 - present

$40M company that manufacturers custom dry freight vans, container chassis,

and timber haulers.

Operations Manager

Spearhead all production, assembly, and steel / aluminum fabrication

schedules for the production of dry freight semi trailers. Direct profit

and loss statements across multiple shifts. Analyze daily production rates,

maintenance schedules, and raw material reports. Collaborate on projects

and conduct daily meetings with Purchasing, Product Engineering, Industrial

Engineering, and Warranty Managers. Manage 7 direct reports and 140 - 300

employees while encouraging exceptional levels of productivity. Assess line

flow layouts, process flows, and capital expenditures for each project.

Identify line modifications and evaluate final products. Oversee all

production process from concept through successful conclusion including

steel / aluminum fabrication operations, weld / paint shop tasks, and

assembly line procedures.

. Transformed the internal culture by spending one-on-one time with

personnel, becoming involved in manufacturing processes, and increasing

training / mentoring opportunities. This, in turn, has led to a 21%

increase in productivity over 18 month period. (Jan. '11 through June

'12)

. Slashed warranty costs from .5% to .34% of sales in only 1 year,

resulting in savings of $160K.

. Introduced Lean systems and means of documenting processes and

procedures.

. Created a Kanban system, thereby reducing surplus inventory between

internal suppliers.

. Obtained thorough knowledge of semi trailers and spent time with

employees on the floor, resulting in enhanced production processes and

increased internal communication.

. Diminished injury claims 52% through safety programs and saved over $130K

in only 2 years.

. Decreased management 33% without sacrificing quality and productivity,

resulting in over $180K in corporate cost savings annually.

HY-LINE ENTERPRISES HOLDINGS, LLC, Elkhart, Indiana ( 2008 to 2010

$15M company that manufacturers customized park trailers, park models,

travel trailers, and 5th wheels.

Operations Manager

Spearheaded daily operations for custom Park Model and Recreational

Vehicles. Oversaw means to swiftly develop individual engineering solutions

while streamlining processes, identifying cost savings, and delivering

exceptional final products. Determined budgets and analyzed warranty

expenditures to investigate areas of quality improvement. Ensured clear

internal communications with manufacturing, procurement, customer service,

warranty, and engineering departments while conveying a cohesive vision to

all employees. Directed 5 managers and encouraged high levels of

performance and productivity. Negotiated prices on raw materials while

cultivating relationships with outside vendors. Lead all production

processes from conception to successful conclusion. Collaborated with

clients to guarantee all products are designed to specific standards.

Directed daily meetings with department heads to impart objectives

including performance, resource planning, and cost reductions. Identified

training needs, initiate employee

JAMES GAZDICK ( Page 2 (

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development ventures, and continually review individual / team

performance against corporate objectives. Assisted retailers in the

Canadian market to develop a new line for a targeted audience.

. Led means to launch a new plant and introduce a new Park Model product.

. Identified methodologies to decrease scrap throughout the manufacturing

process.

. Slashed warranty costs over 21% per unit.

. Reduced raw material order lead times from 3 weeks to 1 week prior to

production.

. Transformed the Customer Service Department and created new standard

operating procedures.

. Pioneered a new hourly pay structure, resulting in over $213K in

corporate cost savings.

. Implemented new systems, processes and procedures that aided consumers.

. Boosted 24-hour shipment rates from 10% to 95% in only 2 years.

. Lowered raw material costs 3%, resulting in $274K in annual savings.

FLEETWOOD ENTERPRISES, Benton, Kentucky ( 1988 to 2006

Company that was the largest producer of manufactured housing /

recreational vehicles in the U.S.

Plant Manager ( 2005 to 2006

Directed all plant operations to produce manufactured housing while

ensuring compliance with HUD guidelines. Directed production, quality

control, warranty, and service tasks while enhancing internal

communication. Managed 8 direct employees and 180 staff members.

Administered to a $7M budget while overseeing all profit and loss

statements. Generated production schedules, oversaw maintenance / service

efforts, and promoted superb productivity standards. Assisted product

development employees to engineer successful floor plans and prototypes.

. Delivered over $41M annually by growing facility operations, staff, and

production operations.

. Landed a 93% customer satisfaction rate through initiating quality

improvement processes.

. Earned the highest customer satisfaction rate out of 23 corporate

facilities in 2005.

. Slashed the time required to develop prototypes by 25%.

. Collaborated with the Maintenance Supervisor to deliver less than 3% down

time.

. Boosted the number of floor plans from 5 to 73 while guaranteeing quality

assurance.

. Launched means to document training processes and procedures for

employees.

Production Manager ( 1998 to 2004

Directed a $3M budget while spearheading all quality and output efforts for

the production line. Supported training endeavors for 180 employees while

educating staff on home construction and process flow ventures. Launched

programs to improve safety, quality, and productivity operations. Conducted

weekly department audits and administered to payroll. Led means to conduct

process improvements, solve departmental staffing requirements, and isolate

bottleneck areas in line flow.

. Established a productivity system that delivered over $250K within only 2

quarters of operation.

. Earned a 100% rate of production within 90 days of launching staff

education programs.

. Received recognition for delivering the division's lowest accident rate.

. Maintained the highest production rates within 7 facilities by

accelerating productivity, eliminating waste, and creating job process

requirements.

ADDITIONAL POSITIONS (details on request):

Assistant Plant Manager, FLEETWOOD HOMES OF TEXAS

Production Manager, FLEETWOOD TRAILERS OF NEBRASKA

FORMAL EDUCATION

B.S., Organizational Leadership & Supervision, College of Technology

Purdue University, West Lafayette, Indiana

PROFESSIONAL DEVELOPMENT

Phillip Crosby Quality College, Franklin Covey Seven Habits of Highly

Effective People,

INSHARP Certification (Indiana Department of Labor & IOSHA)

COMPUTER SKILLS - Microsoft (Word, Excel, Outlook)

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