Operations Manager

M ICHA EL S . M C LAU GHL IN

** **** **** ****** 518-***-****

Gloversville, NY 12078 acd0ov@r.postjobfree.com

Operations Manager

A top-performing Operations Manager with over 30 years of experience in all facets of business development, manufacturing, customer

service, supply chain and materials management. Experienced in several effective management methodologies including 5S Lean

Manufacturing, Kanban, ISO9001, MRPII, World Class Manufacturing and Total Quality Management. A proven and accomplished

leader with a strong and profitable record of accomplishment in operations innovation, continuous improvement, setup reduction.

Focused on quality and the customer while exceeding all corporate, operational and revenue generating goals.

A reas of Expertise

Operations Management Supply Chain Management Staff & Employee Development

Strategic Planning & Analysis Materials Management Manufacturing Administration

Business Development Workflow Management Customer Service and Inside Sales

Teamwork & Leadership Process Development and Documentation Professional Communication

K ey Skills Assessment

OPERATIONS MANAGEMENT – Experienced in the management of all day-to-day business operations and production processes and

capable of improving efficiency and overall operational effectiveness.

MATERIALS & SUPPLY CHAIN M ANAGEMENT – Innovative management of inventory, supplier development and purchase price control.

Skillful manager of coordinated material supply to operations and logistic operations to ensure efficient production and satisfied

customers.

LEADERSHIP & TEAMWORK –Flexible and supportive, capable of working independently or as part of a team, coaches staff to achieve

greater goals, skilled at leveraging strong communication skills to build team and professional relationships in an effort to deliver

exceptional service and support.

BUSINESS & PRODUCT MANAGEMENT – Well versed in all aspects of new and existing product realization including marketing vision, concept

and design through testing and operations integration. Advances the development of all aspects of the order to customer cycle.

Develops definition of product and manufacturing standards, quality outputs, marketing tools including white papers, product update

communication, brochures and point of sale literature.

INNOVATION – Capable of utilizing new and creative techniques to improve business efficiency, reduce costs and improve overall

customer service capabilities.

P rofessional Experience

KADANT SOLUTIONS, GLEN FALLS, NY 1984 – 2013

DIRECTOR OF OPERATIONS DEVELOPMENT / WEAR SURFACES BUSINESS MANAGER (2006-2013)

Directed the development and production of new products in three Chinese (PRC) facilities, oversaw the transition of low cost

country sourcing and led the consolidation and relocation of production in Mexico and Massachusetts.

Increased production quality and efficiencies in Wear Surface production yielding a 19% increase in GM through the creation and

enhancement of the IT infrastructure, implementation of Lean concepts in Massachusetts and the modernization of production

facilities in Mexico.

Key Accomplishments:

Led Low Cost Country Material Supply which resulted in a 7% overall reduction of material cost in North America and led market

expansion of operations in the People’s Republic of China (PRC).

Directed the manufacturing capability transition in the PRC to support Asian Markets and captured over $13mm of the market.

Oversaw the Investment Casting supply operations in PRC to support new products, managing the development and launch of 87

new product stainless steel investment cast components in 18 months.

Yielded PRC casting exports of more than $1.9mm to the Asia, Europe and North America divisions.

Led operations reengineering in the Guadalajara Mexico division, creating open communications and modernization of

manufacturing and quality control, reducing rejection of exported goods from greater than 20% to less than 1%.

Started up, led and monitored large fabrication and machining in Mexico and China of new products in support of world wide sales.

Relocated a $4mm ceramic wear surface business from New York to Guadalajara in under 3 months with no loss of production and

an improvement in quality.

Reengineered the newly relocated UHMWPe wear Surface production line in Auburn MA reducing order time from 5 to 2 weeks,

reducing returns 95% and improving gross margin from 28% to 47%.

Led implementation of cutting edge production machinery and processes yielding greatly improved quality.

Michael McLaughlin Resume, Page 2

MANUFACTURING MANAGER (2004 -2007)

Managed a $25 Million (engineer to order and make to stock) production facility and oversaw manufacturing, logistics, stockroom

and inventory as well as directly supervised staff members including Production Control Manager and Assistants, Manufacturing

Engineers and Team Leaders.

Managed major business additions and integration to the company.

Implemented and oversaw the utilization of innovative production techniques using new equipment that significantly reduced

costs and improved customer service and support.

Key Accomplishments:

Implemented Total Quality under the Malcolm Baldridge guidelines (NIST/ASQC & Deming)

Managed labor attrition of 40% during continual revenue increases.

Implemented daily order planning with Sales, Engineering, Materials, Purchasing and Manufacturing.

Implemented Kanban production flow in operation processes dropping build cycle times from 28 days to 4 days.

Increased profitability by reducing labor content by 55% (affecting Overhead distribution) and successfully applied SMED in CNC

work centers.

Reduced batch sizes, many to the actual demand with no inventory and implemented 5 axis machining to increase capability which

allowed sales to take additional 15% market share in targeted product sales.

Implemented customer, quality and operations metrics.

Spearheaded engineering design review for manufacturability.

Led the purchase of $2.5mm business from an industrial ceramic supplier of North Carolina. Negotiated the purchase terms,

decommissioned, moved and re-implemented the ceramic grinding business in Upstate New York.

BUSINESS AND PRODUCT MANAGER (2000-2004)

Managed the development and marketing of several profitable products, conceptualized new products including Marketing, R&D

goals and Operations integration.

Key Accomplishments:

Led both a $15mm and $8mm business unit.

Conceptualized and led the renovation and renewal of existing products to meet customer needs and reduce costs.

Created new marketing goals and tools including targeted markets, pricing, point of sale quotation processes, new catalogs, point of

sale literature and led New Product creations including R&D plans and operations processes through final integration.

Conceptualized and implemented surface technologies increasing nozzle sales >$100K annually.

Increased gross margin in all units.

CUSTOMER SERVICE MANAGER (1995 -2000)

Oversaw inside sales and field service operations, as well as conceptualized and managed the implementation of the company’s

intranet and auxiliary customer database.

Key Accomplishments:

Implemented Information Systems for customer data, the metrics to track critical process, automatic communication for the field

sales and field service force and an innovative order and project planning process.

Reduced time to order acknowledgement from weeks to one day, as well as the time to acknowledge and ship parts orders to same

day. Reduced time to invoice to 24 hours from shipment maximum.

MATERIALS MANAGER (1989-1995)

Managed inventory, production control, purchasing and logistics, and implemented ISO9001, MFG.PRO from QAD, Inc. (MRPII),

World Class Manufacturing and Demand Pull/Kanban and Total Quality under Deming.

Reduced inventory by 35% and successfully implemented a logistic program that changed traffic from a cost to a profit center.

Key Accomplishments:

Reduced inventory from 3 turns to greater than 14 turns in 18 months, implemented Kanban for high turn materials as well as

activity Based Cycle counting which redistributed labor to value added activities.

Increased inventory accuracy from 85% to 98% and repurposed empty shelf space for manufacturing floor space with

manufacturing space recovery of greater than 5%.

Implemented streamlined pick/pack/ship process to increase velocity 300%, reduced backlogs of unshipped parts orders to less

than $20K (0.15 days).

PURCHASING MANAGER (1988-1989)

Directed operations that successfully transitioned personnel from Buyers to Buyer Planners with inventory responsibilities .

Key Accomplishments:

Transitioned purchasing personnel from Buyers to Buyer/Planners, eliminated duplicate documentation and mailed Purchase

Orders and held average cost escalation to less than 1%.

MACHINE SHOP SUPERVISOR (1984-1988)

Oversaw all machine shop operations and led the machine modernization of the location. Balanced manpower.

E DUCATION

Hudson Valley Community College Machinist Apprentice Certificate (Assistant instructor for incoming class)

American Veteran, United States Air Force; Secure Communications

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