Manager Plant
Resume:
Reference: Plant Manager - Atlanta, GA
Dear Sir or Madam:
Attached is a copy of my resume in regards to the Plant Manager position
found on Indeed.com.
I am searching for a new Plant Management challenge in the Atlanta area and
have five-plus years in automotive manufacturing with Alcoa in addition to
serving in senior operational and financial leadership positions with four
Fortune 300 companies. I have spent the last 5 years in a Director of
Operations/Plant Managers role with full P&L and operational responsibility
for a hi-tech manufacturing subsidiary of Northrop Grumman in the
Knoxville, Tennessee area. My overall background includes over 15 years of
extensive operational and financial leadership experience in manufacturing
with responsibility for every aspect of the business from product
development and engineering, to business development, sales, and customer
service and all functional/matrix departments including facilities, ES&H,
quality (ISO), supply chain, warehouse and logistics, accounting, HR and
resource planning, and IT.
Below are additional qualifications relevant to the position:
. Prior tier 1 and tier 2 automotive manufacturing experience with Alcoa in
the extrusion, casting, and fabrication of automotive parts for GM, Ford,
and others.
. Heavy experience and training in lean manufacturing, including the
implementation of pull systems, kaizens, kanbans, and 5S, in addition to
using integrated process teams for targeted and required continuous
process improvement initiatives and the achievement of challenging
operational metrics.
. Strong P&L and planning experience where I have been able to leverage
both my Plant Manager and CFO/Controller experience to drive operational
performance through aggressive process and cost reduction improvement
initiatives Achieved highest division profit margin in 2012 (14.2%) with
Northrop Grumman/Remotec.
. ES&H performance - ranked every year in the top 5% of all Northrop
Grumman facilities worldwide for safety and housekeeping, including 4
years without a lost time accident. Includes setting and monitoring
waste and environmental targets.
. Eight years of successful annual corporate quality audits and ISO 9001-
2008 recertifications
. Successful implementation of employee engagement actions and personnel
development programs. Scored in top 10% of corporate-wide employee
engagement survey
I would be very excited to learn more about this particular opportunity, or
other plant management opportunities you may have available in Atlanta or
the southeast.
Respectfully,
Mike Knopp
Knoxville, Tennessee
Cell: 865-***-****
Email: ******@*******.***
MICHAEL L. KNOPP, MBA
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800 Glensprings Drive, Knoxville, Tennessee 37922 Cell: 865-***-****; E-
mail: ******@*******.***
Director of Operations/Plant Manager
Entrepreneurial-minded senior leader in all facets of manufacturing
operations with demonstrated results in dramatically improving operational
financial performance through process and procedure controls, cost
reduction and financial leaning, organizational restructuring, leadership
accountability, and employee engagement. A passionate leader committed to
building strong relationships and collaborating across organizational
boundaries and functional disciplines to drive culture change, financial
performance, team and employee engagement, customer satisfaction, and
shareholder value.
Core Leadership Competencies
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Professional Experience
NORTHROP GRUMMAN - REMOTEC, INC., Clinton, Tennessee
Remotec, Inc., a subsidiary of Northrop Grumman Corporation, is a 100
employee, $35M-$50M/year manufacturer of hazardous duty unmanned mobile
robotics serving the US military, domestic federal and state first
responders, and international customers with Explosives Ordinance Disposal
(EOD), surveillance, and detection equipment.
Director/Plant Manager September
2008 - October 2013
Chief Operating Officer January
2007 - September 2008
Business Manager February 2005
- January 2007
. Steadily improved operational profitability from breakeven in 2008 to
14.5% in 2012 through material and process cost reduction initiatives and
financial leaning of the organization.
. Re-defined product technology roadmap and rolled out next-generation
robot (Titus) in 2013. Created legacy product upgrade paths and new
accessories to increase volume and margin. Focused engineering IR&D and
business development efforts to increase international sales by 10% in
2013.
. Established Affordability Model to reduce product cost by 12% in 2013
through supplier, engineering redesign, and labor efficiency initiatives
. Ranked in the top 5% of all Northrop facilities worldwide for ES&H - 4
years without a lost time accident
. Scored in the top 10% on the corporate-wide leadership/employee
engagement survey for the last 3 years. Implemented
engagement/leadership initiatives to change organizational culture and
accountability model.
Consultant July 2004 -
January 2005
Clients:
. Navarro Engineering, Inc., Oak Ridge, TN, - Women-Owned Small Business -
Environmental Services: Task: Program proposal for Piketon, Ohio Site
Remediation Program. Served as Cost Volume Manager on a four-company
$273M Environmental Remediation proposal.
. Alcoa, Inc., Plant City, Fl, - Aluminum Extrusion Plant: Tasks: 1)
Inventory system process improvements, 2) Sarbanes Oxley Program
Compliance, and 3) Facilitate communication and execution of management
team objectives
. IMTI, Oak Ridge, TN, - A small grant based organization providing IT and
other program management services to government research organizations.
Task: Advised in the development of financial process and procedures and
project management tools.
Michael L. Knopp Page 2
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION, Oak Ridge, Tennessee
2002-2004
Engineering and Environmental Management Services Group
A 450-employee, $60-$70M/year government and commercial environmental and
technical project services organization. Part of a Fortune 300, $6.2B,
42,000 employee-owned company.
Vice President of Administration/Group Controller
. Financial accountability for five locations and a financial staff of
fifteen.
. Responsible for revenue recognition compliance using the percentage of
completion method (SOP 81) and reserve accounting (FAS 5) for over 200
on-going projects across the United States.
. Implemented internal audit programs for project estimates at
completion (EAC's), labor charging, purchasing cards, travel
approvals, and bid and proposal costs, including unallowable cost
testing.
. Implemented an internal electronic project authorization system,
including training and controls. Reduced internal project approval
cycle time by 10 days.
. Guided the group's finance organization through a successful SAP
system implementation that reduced monthly close cycles from two weeks
to one.
. Achieved a 22% reduction in receivable days outstanding and a cost of
capital savings of over $200K through accounts receivable process
improvement initiatives.
. Successfully collected over $2.0 million in long-outstanding amounts
due from difficult customers.
ALCOA ENGINEERED PRODUCTS, INC. Elizabethton, Tennessee
1998-2002
A 375-employee, $100M/year 6-press, soft-alloy aluminum extrusion plant,
with cast house and fabrication capabilities. Part of a Fortune 100,
125,000 employee company.
Plant Controller
. Had financial reporting responsibility for The Elizabethton and
Catawba North Carolina facilities.
. Completed Alcoa University Lean Manufacturing, JIT, and Toyota
Production System training. Served as co-lead in implementing and
training of a production pull system into the Tennessee plant.
. Served as Interim Plant Manager for six months in early 2000.
. Part of a management team that doubled plant ROC in Alcoa's first year
of ownership.
. Managed a staff of 11 in accounting, AP/AR, payroll, procurement, and
IT.
. Achieved a $445K (14%) reduction in administrative overhead costs in
year 2000.
. Coordinated task team that implemented $1 million in operating cost
savings in 2001.
. Facilitated a process improvement team that achieved a 16% average
productivity improvement and an increase of $220K in monthly revenue
generation on company's largest production press.
. Reduced total plant inventory by 50% over an eight-month period, from
16M to 8M pounds.
. Coordinated local implementation of corporate Oracle Manufacturing
System
. First plant in the division to achieve a one-day financial close
cycle.
. Passed all Alcoa internal audits on business and financial processes
with minimal recommendations.
MANUFACTURING SCIENCES CORPORATION, Oak Ridge, Tennessee
1994-1998
A 230-employee, $25 M/year, privately-held, clean-up/waste management
project services and high-tech metals recycler and manufacturer.
CFO/Controller
. Assisted in managing the company through a four-year growth period
from 35 employees and $2M in revenue to 230-employees and $25M in
revenue, including building a new manufacturing facility.
. Provided financial and program management oversight on a $50M
environmental and contamination clean-up project at DOE's Rocky Flats
site near Denver, Colorado.
. Managed 9 employees in accounting, AP/AR, payroll, and procurement.
. Implemented profit center-based budgets and project/process-based
reporting systems.
. Handled all cash flow, banking, revenue bonds, and letters of credit
for a very cash strapped organization.
. Directed the development of the company's first full set of accounting
controls and procedures.
Michael L. Knopp
Page 3
MK-FERGUSON COMPANY, Oak Ridge, Tennessee and Idaho Falls, Idaho
1984-1994
An 800-employee, $150M/year M&O construction, engineering, and
environmental services contractor for the U.S. Department of Energy. Part
of a Fortune 500 company and the 5th largest construction/engineering
company in the world. (Now part of URS, Corporation.)
Administration Director/General Manager of Business
. Improved government financial performance evaluation from
"satisfactory" to "excellent", resulting in an increase in award fee
payments from DOE.
. Managed a staff of 20 in accounting, payroll, IT and facility
services.
. Established excellent relations with U.S. Inspector General Auditors
and passed all government, corporate, and independent audits with good
marks.
. Managed all aspects of project and financial reporting into government
cost and budgeting systems.
. Negotiated contract changes to personnel and allowable cost
appendices.
. Developed overhead budgets and rate pools for five plant sites.
. Selected and directed the integration of a new financial accounting
system (J. D. Edwards).
Education
MBA/Management - Bristol University, Bristol, TN
Bachelor of Business Administration - Boise State University, Boise, ID
Boise State University Distinguished Alumni Award - 2011
Training
Northrop Grumman Lead1NG Training (Company Directors Only)
Selected to SAIC's SAIL Program (Strategy for Advancing Internal Leaders)
Trained ISO 9000 Auditor
Alcoa University - Lean Manufacturing and Toyota Production Processes
Alcoa University - Trained Team Facilitator
Franklin Covey's "Seven Habits of Highly-Effective People"
Computer Skills
Proficient with Microsoft Excel, Word, PowerPoint, and Outlook office
products
Broad experience in implementing and operating integrated financial and
cost accounting systems
Clearances
Current Clearance - DOD "Secret"
Held "L" and "Q" clearances with the U.S. Department of Energy for ten
years. Currently inactive.
Community
AMP (Additive Manufacturing Prototype) Board Member - 2013 to current
R-AMP (Regional AMP) Steering Committee Member - 2013 to current
Board Chairman - Anderson County Chamber of Commerce - 2009
Board Member - Anderson County Chamber of Commerce 2007 -2008
Board Member - United Way of Anderson County - 2008
Past Member, Rotary International
. Manufacturing & Operations Management
. P&L & Financial Management
. Automotive & Industrial Manufacturing
. Supply Chain & Logistics
. World Class Customer Service
. Lean Manufacturing/Continuous Improvement
. Process/Product Cost Reduction
. International Business Development
. ES&H & ISO System Certification
. Leadership/Employee Engagement Initiatives
Contact this candidate