Customer Service Manager

KIRK M. DANIEL

Mobile – 843-***-**** **********@*****.*** Ladson, SC 29456

MANUFACTURING / OPERATIONS/ QUALITY EXECUTIVE

Strong Process Knowledge That Eliminates Waste and Improves Efficiency in Any Operation

BSMET and MBA Graduate Recognized for Quick Resolution of Operation Concerns

Decisive Leadership for Sustainable Quality in Manufacturing Operations

EXAMPLES OF LEADERSHIP EFFECTIVENESS

Eliminated $1.3MM of debt as COO of the Charleston Cancer Center, added strategic direction,

established financial planning, created KPIs for visual awareness of operational metrics.

Awarded $220K as COO by instituting Electronic Medical Records in a three month period and

successfully Attesting with the Center for Medicare and Medicaid services.

Increased revenue from $9.4MM to $12.1MM in two years through better schedule

management.

Instituted ISO 9001:2008 as VP at Force Protection Industries and achieved certification.

Instituted Statistical Controls and Practical Problem Solving methods as VP of FPII.

Improved machined part quality 77% as Plant Quality Manager at Chrysler’s Kenosha engine

plant.

Improved engine warranty by 55% at Chrysler through quick resolution of causes for customer

concerns.

Saved $1.7MM per year through Quality and Process improvements.

Leadership Competencies:

Revenue & Profit Growth – Multimillion Dollar Budgets – Contract Deliverables – Microsoft Word, Excel, PowerPoint,

and Visio Software - Quality Control – Root Cause Elimination – P&L – Balance Sheet – Process Oversight &

Improvement – Technology Utilization – AIAG Disciplines – ISO 9001:2008 – ISO Lead Auditor – Team Builder &

Facilitator – Turn Around Operations – Budget Management

PROFESSIONAL HISTORY

Charleston Cancer Center, PA, Charleston, SC (8/2011 – 5/2014)

Established fiscal viability and increased revenue for this member of the community cancer alliance.

CHIEF OPERATIONS OFFICER

Accelerate profitability in the healthcare industry and manage all aspects of operations and facilities to

enable the practice to meet the needs of patients referred from other physicians. Improve strategic alliances

with referring physicians and three major area hospitals. Administer $12.1MM revenue and $10MM+

operations budget. Supervise all human resource activity, Billing, Research, Clinic, Laboratory, CAT Scans

Crisis & Change Leadership

Obtained profitability by eliminating $1.3MM in debt through stringent cost control and optimizing

physician schedules for increased patient volume.

KIRK M DANIEL, OPERATIONS EXECUTIVE

PAGE TWO

CHARLESTON CANCER CENTER, PA

Continued…

Successfully disposed of a non-profitable satellite office saving $11K per month in expenses.

Reduced the personnel turnover rate through better hiring and personnel relations practices.

Corrected errors in Corporate and partner employee documents eliminating potential legal concerns

among the partners.

Introduced Electronic Medical Records within a three month period and successfully passed Attestation

with CMS winning a maximum incentive of $220K.

Introduced a new Practice Management System to improve Billing, Patient Scheduling, and the

management of patient information.

Established new budget creation and measures to plan for high cash outlays, eliminating financial

surprises that had previously occurred throughout the year.

Operational Efficiency

Realigned Front Office Operations to improve patient flow, the completeness of patient information,

and resolution of patient concerns.

Created a unique process for on-boarding new patients from referring physicians and greatly improved

physician-to-physician relationships.

Greatly reduced process waste through development of a billing procedural form that eliminated

ambiguities created by physician orders for patient treatment.

Developed in-house IT support to handle minor issues with employees computers without increasing

cost.

Force Protection Industries, Inc., Ladson, SC (10/2006 – 2/2011)

During the IRAQ and Afghan wars, high casualties occurred because the DoD did not have the right troop vehicle

in the operations. FPII built the first blast and ballistic protected wheeled vehicles for the military that proved it

would save lives, eliminating deaths in these vehicle types to nearly zero. Through implementation of quality

process improvements, vehicle production went from 22 to 120 vehicles per month to meet the military’s urgent

needs. The highly successful and unique vehicle was eventually sold to the UK, UAE, Italy, Poland, as well as other

branches of the US.

VP QUALITY OPERATIONS

Accelerated software development for an interactive and proprietary process control method for plant

personnel. Established a training program for new and on-site personnel. Managed the Supplier Quality

program, Line Inspectors, Armor Weld Inspectors. Oversaw the Management Review process. Managed the

warranty improvement program along with the Customer Service effort. Lead contract reviews with DoD

customers.

Customer Satisfaction

Instituted ISO 9001:2008 and successfully achieved certification the first time and the maintenance

audit.

Created Stringent Receiving Inspection criteria that eliminated customer complaints on axle assemblies.

Developed a contract gap analysis tool that was used across the corporation to improve content

awareness.

Successfully lead an engineering team in the elimination of an armor plate issue on certain vehicles.

Co-developed a Practical Problem Solving methodology and trained plant personnel in the use of it to

establish a mentality of “root cause elimination” for solving problems.

KIRK M DANIEL, OPERATIONS EXECUTIVE

PAGE THREE

DaimlerChrysler, Inc., Dayton, OH; Auburn Hills, MI; Kenosha, WI (05/1986 – 09/2006)

Continually drove Quality improvement efforts to position the component and powertrain plants as the premier

component supplier within the corporation.

CHIEF INSPECTOR – QUALITY MANAGER - PROGRAM MANAGER - PLANT PRODUCT QUALITY MANAGER

Accelerated stringent process controls through statistical process control, implementation of Lean

Manufacturing techniques, problem solving using Shainin Red X root cause elimination, and improving

preventive maintenance. Drastically improved Supplier Quality by teaming with suppliers to implement

sound process methods and out-going inspection methods. Teamed with Union officials to successfully

implement the Chrysler Quality Management System. Managed the work of 74 personnel and with process

improvements was able to reduce to 43 inspectors, supervisors, and chief inspector.

Quality Management

Continual progression of managerial positions from Chief Inspector, to Quality Manager, to Project

Manager, and Plant Product Quality Manager as a result of recognition for outstanding accomplishments

in problem elimination and improving customer satisfaction, thinking outside the box to resolve process

issues, and professionally handling personnel issues.

Managed various operations, including assembly, stamping, brazing, spot welding, injection molding,

machining of steel and aluminum, chemical lab, metrology, inspection, supplier qualification, customer

satisfaction.

Achieved Green Belt for Executives using Shainin Red X methodology for problem solving.

Quality Improvements netted $1.7MM in savings per year average through problem elimination efforts

and quality driven product improvments.

Achieved 76% warranty improvement in HVAC compressors by eliminating an incapable transfer

machine and qualifying a local supplier to supply statistically capable parts.

Successfully launched new products including new fin and tube radiator technology, all aluminum V6

engines, and spin weld technology for emissions canisters.

Acquired business from Toyota to supply vapor emission canisters because of superior processes.

Improved Customer Satisfaction through meetings at the vehicle plants that established strong

relationships with production and quality management.

Created a position for immediate on-site support for better communication.

Enhanced satisfaction through personal involvement to help solve their problems.

Successfully launched the Chrysler Quality Management System (Lean Manufacturing) at the Dayton

and Kenosha plants.

Successfully used AQAP, AQP, PPAP, FMEA, Metrology, GD&T, QS/ISO 9000 disciplines.

EDUCATION

Master of Business Administration (MBA)

Baker College – Center for Graduate Studies, Auburn Hills, MI

Bachelor of Science in Mechanical Engineering Technology

California Polytechnic State University – School of Engineering, San Luis Obispo, CA

PERSONAL

U.S. Army – Spec 5 – Honorably Discharged

Member – Church of Jesus Christ of Latter Day Saints

Married

Contact this candidate