Van W. T ucker

**** ** ****** ******* **. Houston, Tx. 77058

Hm# 281-***-**** cell# 281-***-****

acebhx@r.postjobfree.com

Operations/Manufacturing Management

Leader with over 20 years of experience in operations, manufacturing management.

Successful record of continual improvement of business processes and employee

performance to meet company performance and profitability goals . Recognized for

i mproving productivity, safety, quality, and customer satisfaction. Skilled in all phases of

capital, manufacturing, and manpower budget planning.

• Demonstrated strength in building a solid team utilizing a coach/mentor approach and

cultivating a desire for excellence. Very hands on approach to management, working closely

w ith Managers/Supervisors to meet customer demands and on t ime performance, delivering a

quality product.

• Commitment to customer service and building key customer relationships to understand their

expectations.

• Experienced in fast paced mixed model production of high mix/low volume of engineer to order,

made to order, and standard product production.

• Extensive experience in sheet metal fabrication, welding, machining, powder coatings, and

assembly

Key Competencies

Team Leadership and Development Project Planning

Continuous Improvement/Lean I nventory Control

Employee Safety and Training Quality Control

H ands on approach to management Management of Change

PROFESSIONAL EXPERIENCE

F rameworks Feb 2013–

M ar 2014

Recognized leader in the manufacture and marketing of interior aluminum door and window frames

Operations/Profit Center Manager

New leadership role that was developed to transition Frameworks (supplier of interior aluminum

f rames for the construction industry) into the Assa Abloy family of door opening solutions. Responsible

for implementing lean manufacturing techniques to drive measurable improvements in productivity,

costs, teambuilding, and develop a workforce that will be able to support strong growth both

organically and through additional acquisitions.

Key achievements

• Implemented new scheduling process for production f loor that led team in achieving

on t ime performance of 97% from a low of 50%. Realigned warehouse increasing the

p roductivity of warehouse personnel.

• Worked with manufacturing engineers to replace worn and outdated equipment with

new air over hydraulic presses

• Trained new customer service department, working closely with associates to

respond quickly to all customer inquir ies for delivery and product issues

• Implemented new scrap recycling program. Installed cardboard baling system to

recycle material generating revenue. Removed all hazardous waste producing

chemicals to environmentally clean process.

• Instituted 5S program to start continuous improvement process.

Cooper Crouse-H inds Pauluhn Feb 2000 –

J un 2012

Provider of marine, offshore and industrial lighting products, Cooper acquired Pauluhn from Federal

Signal 2009

Plant Manager/Operations

Highly visible leadership role responsible for plants generating $40M in annual sales and 130

employees at locations in Houston and Edmonton, Alberta, Canada. Manage all aspects of operations,

i ncluding HR, production, safety, quality, manufacturing engineering, and materials management .

Performance leader and driver of change:

• Led operations group to double sales, $20M to $40M, through process changes,

continuous improvement projects, and change management within 3 year period.

• Led team charged to locate new facility and relocate operations ($6.5M project).

Worked closely with contractors to successfully build out location, t ransfer all

equipment and inventory while meeting all goals for sales during the 4 month

t ransition.

• Maintained inventory levels that allowed 10+ inventory tu rns per year. Accomplished

t hrough vendor partnering, 2 bin systems, and kan-ban.

• Inst rumental in developing process f low (4 value streams) for the new facility that

a llowed for higher productivity and better material f low throughout the facility.

I mplemented hour by hour charts, visual factory, OEE for machines, standard work

on production f loor, team leads to help direct the f low of material. Achieved year

over year cost productivity savings greater than 5%. Savings was based on the

Cooper Industries cost productivity calculation.

• Consolidated and outsourced select processes and value streams to allow business to

operate in 1 building as opposed to previous 3 buildings (2005). This reduced

t ransportation of material along with a reduction in damaged material. The two

buildings were sold, increasing available capital.

Developed and Maintained a Productive Workforce

• Successfully kept Union out of facility during Union petition. Through group

i nformational meetings was able to overwhelmingly defeat the Union.

• Achieved improvements in TIR to level of 0 LTA for 2 years and no recordable

accidents for 9 months, and completed facility move with no Lost Time or Recordable

i ncidents through focus on Safety Awareness approach that empowered production

workers to contribute to safety programs.

• Maintained scrap level of less than .2% of yearly sales, well below budget, through

classroom and production f loor t raining, standard work, quality self-inspection, and

use of Pareto charts.

• Instituted Toolbox meetings on production f loor involving topics relevant to Total

Safety First program; held yearly Safety Awareness Week to promote safety and

cultural exchange.

• Achieved highest grades in history for a Cooper acquisition for successful integration

of facility into the Cooper Industries processes and procedures within the first year

of acquisition.

Delivered Excellence in Customer Service .

• Worked closely with sales to meet customer requirements and communicated

routinely with customers to resolve any conflicts or delivery issues.

Earlier Career Summary

Compaq Computer/Cashel 1998-2000

Production Manager

Member of management team that was contractor for Compaq Computer. Led team responsible for

warranty returns 2nd shift. More than doubled productivity through reduction in absenteeism, complete

shift realignment to 4/10’s, and incentive programs for 2nd shift through management of change

p rogram.

Velocity Motorsports 1994-1998

Owner

Performed all duties of running a small privately held company that built and maintained custom

performance cars. Numerous class wins both regionally and nationally.

Watts Automatic Control Valves 1990-1994

Plant Manager

Managed manufacturing operations, including material management, quality, safety, training,

p roduction planning, and distribution.

Education/Professional Development

BBA, Operations Management U niversity of Houston, Houston, Texas

L ean Manufacturing P rogram, University of Tennessee

MVP Lean Manufacturing Program, Cooper Crouse-H inds

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