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
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
2011 to Manufacturing company producing hydraulic cylinders to
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
. 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
2010 to ENGINEERING AND QUALITY MANAGER
2011 Manufacturing company producing wire formed products to
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
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
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
( 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
. 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
. Implemented Lean Manufacturing and Total Quality
culture including statistical process control and
cross functional teams driving quality and process
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
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
EDUCATION: Auburn University, B.S. Industrial Engineering