Sales Manager

J. Kyle Johnson

South Metro Atlanta 770-***-**** ******@*****.***

www.linkedin.com/in/jkylejohnson

General Manager / Plant Manager / Operations Manager

High-performing, results-oriented operations leader. Strong technical

background including data collection, analysis, and problem solving skills.

Proven ability to organize team efforts to exceed all production and

profitability goals. Strong business, planning, and organizational skills.

Able to handle and prioritize multiple tasks. Bachelor's degree in business

administration. Core competencies include:

. Plant management. At Woodland Industries, led a team of 60 employees.

Managed a full P&L in a $22M, 650K SF automated manufacturing facility.

At Supreme, managed operations with 200+ employees who produced $18M of

product annually. Managed an operating budget of $15M. Reduced labor per

unit by 10%, lost time accidents by 55%, and warranty claims by 22%.

Improved production rates by 12% and employee retention by 15%.

. Lean process improvement. Highly skilled in applying Lean principles to

improve quality, safety, and productivity metrics. At Supreme, designed,

and implemented a production line for a new product. Finished well ahead

of schedule and used 75% of the $4M budget. Line required 30 employees

instead of 70. Stowe Woodward, led the plant's successful ISO 9001

recertification efforts.

. Sales and marketing. Deeply involved in the sales process even when

holding other titles at Supreme and Stowe Woodward. Frequently traveled

to customer sites during the sales, implementation, and trouble-shooting

process. At Custom Trailer, grew sales from $7M to $10M annually in three

years (13% CAGR). At Woodland Industries, negotiated a private label

agreement with an existing customer that grew sales by 30%.

Professional Experience

2013 - Present Pratt Industries East Point, Georgia

Pratt Industries (prattindustries.com) is a multi-regional Australia based

manufacture of 100% recycled box board.

General Manager

. Managed all aspects of a $26M fast-pace automated Material Recycling

Center (MRF).

. Develop, recommend, and implement measures to improve production methods,

equipment performance and quality of product.

. Started the 5S initiative within the U.S.A. divisions of Pratt Industries

Recycling.

. Develop capital equipment proposals for machine tools and process

technology to improve quality, cost, and cycle times.

. Improved production by 2.5% while promoting employee ownership and team

efforts.

. Started a Standard Operating Procedure (SOP) program for the recycling

divisions.

2011 - 2012 Woodland Industries Griffin, Georgia

Woodland Industries is a multi-regional manufacturer of roofing and

saturated felt.

General Manager

. Led a team of up to 60 employees. Managed a full P&L and all aspects of a

$22M, 650K SF automated manufacturing firm to insure that all corporate

plans and budgets were exceeded.

. Negotiated all vender agreements and established shipping agreements.

Identified and resolved supply chain issues. Developed long term

purchasing planning schedule.

. Reduced warehousing costs by developing just-in-time (JIT) and 5S

strategies.

. Led legal reviews to ensure OSHA, EPA, EPD, HIPAA, FMLA, COBRA, and ERISA

compliance.

. Developed a planning resource that allowed Woodland to reduce energy

costs by 18%.

. Negotiated a private label agreement with an existing customer that grew

sales by 30%.

2007 - 2011 Supreme Corporation Griffin, Georgia

Supreme (supremecorp.com) is a nationwide manufacturer of specialized truck

bodies.

Plant Manager

. Managed all aspects of an $18M fast-paced manufacturing facility with a

250-person staff. Worked directly with VP of Manufacturing to forecast

production targets, implemented safety and personnel policies and

procedures, and managed overall productivity of the plant.

. Reduced labor hours per body by 10% by establishing best practices for

production and by developing processing prints that would ensure that all

Supreme bodies were built alike.

. Audited vendors and created a qualified vendor list, which contributed to

our overall quality improvements.

. Maintained less than a 0.3% accident rate, down by 55%, by establishing

employee coaching programs. In 2010, achieved 500K man-hours without an

OSHA recordable injury.

. Implemented a cross training process to elevate employee's body building

knowledge. This assured that all understood how all sub-assemblies came

together as a complete body.

. Performed all employee assessments and employee vacation scheduling;

raised employee retention by 15%.

. Increased department production by 12% by developing team harmony between

each department.

. Organized and headed a Supreme corporate quality improvement team that

lowered warranty claim on electrical and structural issues by 22%.

. Identified production obstacles, Theory of Constraints that would prevent

meeting production targets by holding daily production meetings for

example: vendor shortages, substandard materials, incorrect prints.

. Designed and implemented a production line for a new product. Finished

well ahead of schedule and used 75% of the $4M budget. Line required 30

employees instead of 70.

1998 - 2007 Stowe Woodward Griffin, Georgia

Since 1886, Stowe Woodward (xerium.com) has been at the forefront of

fabricating rubber, polyurethane, ceramic, and composite covers for the

steel rolls used in the most demanding applications of paper making and

other industries.

Plant Superintendent 2001 - 2007

. Responsible for the direction of a 55-person manufacturing facility.

Prepared cost control and all plant financial budgeting plans. Preparing

and executing capital expenditures. Annual sales and profitability

exceeding plan for the last five years.

. Completed capital projects an average of 15% under budget.

. Conducted time studies on all production duties and implemented new

production goals.

. Developed and implemented a preventative maintenance (PM) plan on all

production and non-production equipment, which saved an average of 10% on

down time.

. Increased productivity on new hires by implementing a training program

and cross-training all employees.

. Created a production schedule that covers production from raw material

through finished goods that showed all bottlenecks and constraints.

. Created "Project Out Class" program, a job ownership program to promote

quality, time management, and employee empowerment. Program improved

lengthened employee retention.

. Achieved ISO 9001 accreditation and developed a plan to maintain these

requirements.

Customer Service Manager 1998 - 2001

. Responsible for the direction of a five-person accounting and customer

relation staff. Oversaw accounting practices and managing an accounting

audit program. Internal caused rejects dropped 55% due to the development

of an account sales engineering report. This was an organized way of

gathering all pertinent information for the sales team from our customers

and gave a communication tool to everyone inside of Stowe Woodward's

global network.

. Dropped inventory levels 45% by developing inventory level controls.

. Used a vender list by fixed bids from all raw material venders.

Education and Professional Development

B.B.A., Business Management Clayton State University Morrow,

Georgia

. Emphasis in finance and management.

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