Al BENNETT

Guntersville, AL

423-***-****

accfts@r.postjobfree.com

SUMMARY: Plant Manager with experience gained in Fortune 500

companies and a progressive record of growth in original

equipment, high technology and volume manufacturing

industries. Experienced in growth and turn around

situations with responsibilities including: Profit and

Loss, multiple-plant management, project management,

engineering, purchasing, scheduling, manufacturing,

environment, health and safety, maintenance, quality, sales

and marketing.

STRENGTHS: Skilled in planning and achievement of company goals and

objectives. Experienced in implementation of six-sigma -

lean manufacturing techniques including: value-stream

mapping, design for manufacture, JIT, total quality, TPM,

SPC, cell manufacturing, master scheduling, and cross

functional teams. Recognized as a realistic, down to earth

leader with strong people skills, who is motivated by the

opportunity to achieve company, team and personal results.

EXPERIENCE: HYCO ALABAMA, a Weber Hydraulik Company - Based in Germany

Arab, AL

GENERAL MANAGER

2011 to Manufacturing company producing hydraulic cylinders to

customer specifications.

10/2013 Major accounts include John Deere, Heil, CAT,

Manitowoc/Grove, Link-Belt, etc.

$30 Million in annual sales with 110 employees

. Led Sales team to generate $3.8 Million in new accounts.

Improved quote to order ratio by 25%

. Improved largest account gross margin by $612K (over

400%)

. Justified and implemented $2.5 Million of new investment

to improve competitive level

. Directed plant upgrade projects resulting in improved

work environment / customer acceptance

. Implemented lean manufacturing resulting in improved set-

up time and constraint management

. Restructured Purchasing approach reducing purchase cost

by $700K per year

. Created Engineering R&D program and developed new

products to retake lost market share

. Implemented Master Schedule, reducing cycle-time from

Sales to Engineering to Mfg. by 30%

. Passed numerous new Customer Audits - Recertified

company to ISO 9001:2008

MATRIX WIRE

Auburn, AL

2010 to ENGINEERING AND QUALITY MANAGER

2011 Manufacturing company producing wire formed products to

customer specifications.

Major accounts include Electrolux, Husqvarna, GE, Etc.

. Recertified company to ISO 9001:2008

. Improved major product line production rate from 180/hr

to 300/hr - 66% improvement

. Implemented the PPAP process for all new products

including ongoing SPC for major accounts

. Managed new product introductions and tooling

development for numerous new projects

FAST DESIGN TECHNOLOGIES

Chattanooga, TN

1997 to VICE PRESIDENT OF OPERATIONS

6/2010 Consulting, Engineering and Manufacturing Services

Company working with multiple clients to automate business,

engineering, manufacturing processes and significantly

reduce operating costs.

. Utilized process improvement skills to identify key

areas for process improvement savings

. Led development and implementation of process

improvement and automation solutions

. Clients reduced costs by $250K to $500K/ year and

reduced quote to order cycle time by 80%

Assignment: ADVANCED VEHICLE SYSTEMS (Oct. 2001 thru Jan.

2003) Chattanooga, TN

Brought in as CONSULTANT and CHIEF OPERATING OFFICER

Turn around situation - $20 Million in annual sales and 80

employees (Hybrid-Electric Vehicles)

Managed major accounts and overall operational functions

of the company, including:

Sales and Marketing, R&D, Engineering, Purchasing,

Scheduling, Manufacturing, and

Service

Al BENNETT

Page Two

1993 to ASTEC INDUSTRIES INCORPORATED Chattanooga, TN

1997 CORPORATE DIRECTOR OF MANUFACTURING

$500 million in annual revenue and 2200 employees.

( Reduced product costs by $2,150,000 per year through

product design for manufacture/assembly and

lean manufacturing improvement changes including: cell

manufacturing, CNC equipment implementation, demand flow processing, kit

nesting

( Implemented a demand driven master scheduling system

which balanced inventory and

short-term forecast with customer requirements.

. Reduced product manufacturing cycle time from 64

days to 26 days, a 60% reduction.

( Improved product line gross margin from 14% to

36%.

. Led continuous improvement process by organizing and

facilitating cross functional teams at various levels

in the organization and by working directly with teams

to achieve results

1990 to THE WHEELABRATOR CORPORATION LaGrange, GA

1993 GENERAL MANAGER - U.S. OPERATIONS

$50 million in annual revenue and 270 employees.

Consolidated two of three plant operations, which reduced a total of

300,000 sq. ft. into 190,000 sq. ft. and eliminated $1,000,000 of annual

overhead costs.

. Implemented Lean Manufacturing and Total Quality

culture including statistical process control and

cross functional teams driving quality and process

improvement

Improved operations throughput 30%, by using value stream analysis

and implementing 36 manufacturing cells.

Reduced inventory by $2,700,000 (44%), which improved inventory turns

by 100%.

Consolidated supplier base by reducing 4000 suppliers to 600 and

developed supplier partnerships with key suppliers, which significantly

reduced total purchasing costs.

Developed and implemented cash flow improvement plan to improve cash

flow by $1,000,000.

Improved overall operations profit before tax by 200% over a two-year

period.

EDUCATION: Auburn University, B.S. Industrial Engineering

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