Manager Sales

CHARLES E. BOWERS, JR., CPIM, MBA 609-***-****

** ********* *****, ******** ******, New Jersey 08690 Email: ******@*****.***

Operations/General Manager/Plant Manager

Continuous Improvement Manager

Management executive experienced in operations, budget, team building, quality, supply chain, inventory control, warehouse, plant

engineering, project management, and maintenance. Proven abilities in developing and implementing systems, metrics, and procedures

that increase production flow and raise corporate profits. Multiple plant experience. Skilled in restructuring production operations and

streamlining administrative functions. Demonstrated successes in the area of personnel development, succession planning. Developed

teams and methods for the success and implementation of effective cost reduction programs in office and production areas for the

plastics and pharmaceutical industries. Hands on experience in processes and maintenance, both preventive and predictive. Understands

the value of being a people person. Every plant where I worked in management, the safety record improved. MBA, BS in Electrical

Engineering. ASQ Six Sigma black belt, APICS certification.

Professional History

OPERATIONS AND MANUFACTURING CONSULTANT – Self Employed 2005-Present

• Specialize as a change agent for Organizations that desire World Class operations. Worked as independent contractor on several

sites. Specialized in introduction of Process improvement, Six Sigma facilitation, lean manufacturing, and ISO implementation.

Most assignments were in the operations arena. Rewrote process engineering manuals for operators. Installed inventory controls

that saved the client $1.9m annually. Installed and trained employees at various sites in Safety best practices and helped

establish safety committees. Help establish SOP practices at various sites in the areas of manufacturing, engineering, sales,

accounting, customer relationships, and vendor relationships. Help clients in the areas of HR hiring, retention, and appropriate

record keeping with OSHA logs, training logs, and succession planning.

PARADIGM PACKAGING – Saddle Brook, NJ – October 2004-April 2005 (Containers, closures, & pharmaceutical fill line IM<

EBM, IBM, SBM, ISBM)

• Plant Manager - 7 direct reports – maintenance, warehousing, logistics, quality, production, engineering, and tool room.

Responsible for P/L. Profits rose from 13% of sales to 22% of sales despite down trend in sales. Scrap, and operating downtime

where main drivers of success internally.)

o Plant had a high scrap costs, averaging $41,000 a month. Introduced procedure that called for a first piece

inspection before line went back into operation. All scrap was inspected and separated into usable and variegated materials.

Scrap costs fell to an average of $10,400 a month, and continued to improve each month.

o Improved Safety record

o Established new process for job changes and maintenance.

CAPTIVE PLASTICS – Piscataway, NJ – February 2003-September 2004 (Containers, closures, pharmaceutical fill line, and SS

printing – IM, SBM, RHB, EBM)

• Plant Manager – 8 direct reports – maintenance, warehousing, quality, production, logistics, engineering, tool room, and HR.

Directly responsible for quality and P/L. Quality concerns from external customers dropped by 75% in first year with

introduction of written procedure manuals and training. Quality concerns dropped an additional 20% in second year. Team was

able to convert $5.5 million in sales into $2.8 million in profits while raising standard business from 14% of sales to 28% of

sales.

o Reduced scrap rate on IBM, EBM, SBM, IM lines by 75%. Introduced new procedures for quality shutdown,

quality start up and scrap inspection.

o Plant had been put together one piece at a time as new business was introduced. Result was poor efficiency, a

high accident rate, and diminished P/L. Laid out the entire plant operation with cell operation and flow operations in mind.

Expanded the layout to accommodate new potential business. Accident rate fell to the best in five years.

o In taking over a new plant, poor quality issues were threatening a $5 million annual account. I established a plant

to plant team with the customer and resolved all issues in three weeks. I then established a permanent team to review on a

weekly basis any and all issues. Team is still in place and operating.

o Created a succession planning method that was used corporate wide.

o Improved safety record

CHARLES E. BOWERS, JR.

OWENS ILLINOIS – 1992-2003

• Factory Manager – Baltimore, MD – 2002-2003 (Wheel process – 4 direct reports, maintenance, production, process

engineering, and quality)

o A new process line with new machinery was introduced with a projection of 90 days to full production. Customer

needed containers in 30 to 45 days to their fill line. Assigned a project manager, while the production and engineering

teams met on a daily basis to review set objectives for the next 24 and 72 hours. Line achieved 90% production in 30 days.

Customer’s products were delivered on time.

• Plant Manager – LaMirada, CA – 199-2003 (IBM, EBM, Silk Screen process – 15 direct reports, 3 sales office, 1 main plant,

2 satellite plants, HR, Controller, Logistics, Warehousing, Customer Service, Production, Purchasing, Maintenance,

Engineering, and Quality. Raised P/L from 8% to 32% in two years for entire region. Created models for quality control and

dropped external quality complaints to best in division.)

o Created a business model that gave the true cost of doing business and the potential costs of adding business. This

allowed the sales force to work with better pricing and make educated decisions as to valued business. Past financial

models discounted downtime for maintenance and job changes and warped the profit lines in many cases. The model is still

in use.

o Increased sales and revenue flow by visiting local retail stores for samples of products of local vendors that the

company was not servicing. This list created over 30 potential opportunities. One opportunity led to an $18 million

container contract. Five years later that contract has increased to over $30 million in annual sales.

o Improved safety record

o Rewrote operator training manual and implemented

• Plant Manager – Belvidere, NJ – 1997-1999 – EBM, SBM – 7 direct reports. Responsible for P/L, Logistics, HR, Customer

Service, Controller, Production, Quality and Maintenance

o Given the assignment of closing a plant or reviving it, discovered there was no quality system in place. Worked with

corporate to establish an ISO system at the plant and presented it to the customer base. Plant was ISO certified within 65

days, the Customer confidence rose. The plant is still in business 8 years later,

o Negotiated long term union contract

• Plant Manager – Edison, NJ – 1996-1997 – Wheel operation, BC priority machinery, fill line – 6 direct reports including HR,

Controller, Production, Quality, Logistics, and Engineering.

• Production Manager – Belvidere, NJ – 1994-1996

• Process Manager – Edison, NJ – 1993

o Pour back spouts were a new invention on the market. The industry inserted the pre-made spout into a container

spout area. Many of the spouts leaked or fell out. Discovered a way that the spouts could be molded with the container as

one piece. This resulted in an engineering patent, and created the only one piece spout in the industry.

o Created model for job changes cutting down change over time and first piece approval quality time.

• Plant Engineer – Edison, NJ – 1992

o Wrote program that was responsible for cutting emergency costs and operational down time.

o Rewrote maintenance program to include both preventive and predictive

ASK PLASTICS – Philadelphia, PA – 1990-1992 – Injection molding, fill line, hand assembly operation

•Plant Engineer

HARTMAN BOOK BINDERY – Pennsauken, NJ – 1988-1990

•Plant Engineer

PENNWALT/STOKES – Philadelphia, PA – 1972-1988

• Maintenance Supervisor

• Chief Electrician

• Field Service Tech

• Electro/Mechanic

CHARLES E. BOWERS, JR.

Education University of Pennsylvania

Wharton School of Business – MBA Executive Program/Finance

Drexel University – BSEE

ASQ Certified Six Sigma Black Belt

ISO Certified Auditor

APICS Certification/CPIM

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