Sales Manager
Resume:
George Kapitan
Fort Smith, Arkansas 72916
*********@*****.***
EXPERTISE
. Management professional with a collaborative and hands-on approach to
drive strategic initiatives resulting in increased customer satisfaction
and bottom line results?
. Full P&L accountability across multiple operation platforms
. Work closely with Sales Managers to develop North American sales strategy
. Started up a Greenfield operation
. Vast hands on knowledge of Lean World Class concepts such as 5S, Visual
Manufacturing, One Piece Flow, SMED and Just In Time techniques
. Six Sigma Green Belt
. Strong union avoidance knowledge
. Experience managing two union facilities, including negotiating a
contract
. Lead two facilities in rapid manufacturing turnarounds
. Participative and team based approach to leading change
PROFESSIONAL EXPERIENCE
Plant Manager, Bekaert Corporation Van Buren, AR - September 2010
The Van Buren Arkansas facility is a 24/7/365 wire transformation
production facility, with over 400 employees, across 3 different business
units. I am responsible for the full P&L of the production facility. I
manage in a way that identifies, anticipates and resolves potential issues
before they become significant problems.
. Created a collaborative environment between the plant, sales and
marketing teams allowing the business to penetrate new markets
generating additional sales revenue. The collaborative teams
introduced three completely new product lines and increased market
penetration on multiple others.
. Through the leadership team, developed a strategy to re-engage the
workforce, align the teams and have clear direction, responsibility
and accountability. As a result, the facility employees know what's
important and how they impact our success. This has been key in
building a workforce that is fully engaged and aligned around our
customer's success, as well as our own success.
. Worked with Sales team to redesign our North American sales strategy
increasing focused sales 16%.
. Lead teams that reduced waste and increased production levels to
service growing market segments, resulting in additional sales and
market share. Several product lines increased production over 300%
allowing us the opportunity to become the sole supplier for one of our
major customers.
. Established a Six Sigma data driven culture where multiple projects
are ongoing at all times, resulting in continuous improvements and
cost saving, allowing us to beat our annual budget each and every
year.
. Decreased labor cost per ton by over 8% through a collaborative effort
with floor personnel.
. Established manufacturing procedures that allowed us to utilize a
greater compliment of raw materials in our process, resulting in year
over year savings of over $1M, with no loss of production or increased
scrap.
. Decreased several key product lead-times by over 17%.
. Drove a culture of safety first, setting a record of over 3 years
without a lost time accident.
. Increased employee participation and engagement through a redesigned
plant wide communication system.
Plant Manager, Amcor/Alcan Millville, NJ - April 2008 to September 2010
The Millville Tube Drawing plant is a 24/7/365 union facility manufacturing
Type 1 33 & 51 borosilicate and Soda Lime glass tubing for the
pharmaceutical and solar markets. As the Plant Manager, I was responsible
for creating a culture to ensure our employees were fully engaged and
making a difference.
. Led the facility during a transitional period keeping the team focused
on what was important. The result of this effort yielded a production
increase of 29% within a year and a half.
. Decreased Customer Complaints per Million pounds packed by 34%.
. Obtained Six Sigma Green Belt certification and personally led
projects totaling $583K in real dollar savings.
. Broke all existing plant safety records by more than double.
. Improved year over year Employee Engagement by 14%.
. Refocused the entire team away from a production at all cost mentality
to a more quality and safety focus resulting in greater plant
productivity and profitability.
. Successfully led four furnace rebuilds completing them on time and
under budget.
. Created an environment where the Tube Draw team could work closely
with a new business opportunity resulting in a sales growth of over
15% by the end of year one.
. Fostered an environment where all our team members are expected to
contribute and make a difference for our customers. This environment
increased our customer ratings 12% and saved over $5M.
Plant Manager, Guardian Industries Winnsboro, SC - August 2006 to April
2008
The Winnsboro facility manufactures a complete line of light-density
fiberglass building insulation for the construction markets in the United
States. The facility started production within the past year, running 24
hour a day, 7 days a week. As the Plant Manager, I was responsible for
creating a team and starting a Greenfield fiberglass plant.
. Led the Greenfield start-up of the Winnsboro facility.
. Built a team aligned around a common goal fostering consistency,
growth, and customer satisfaction. This was instrumental in our
facilities rapid productivity gains.
. Responsible to define goals, improve technologies, resolve problems;
select, develop, and evaluate personnel to ensure efficient
operations.
. Ensured our manufacturing strategies and techniques resulted in cost
effective, on-time delivery of our products within the first 2 months
of starting up operations.
. Reduced cost per unit 48% since start-up.
. Increased uptime to 97.3% while reducing scrap 16% within the first
year.
. Implemented process systems to accelerate new employee learning curve.
. Modified multiple machinery and equipment resulting in greater plant
productivity and employee satisfaction.
. Created a safety culture within the facility resulting in new Guardian
Industries records.
Plant Manager, Owens Corning Aiken, SC - February 2004 to August 2006
The Aiken plant has revenues of $200M annually. The facility is a 24/7/365
union plant with over 150 teammates. As the Plant Manager, I led and
coordinated the activities in a fast turnaround environment to meet
aggressive production schedules, continuous improvement projects and team
building. I also coordinated the manufacturing area with all support
groups to accomplish a seamless operation and developed personnel, making
sure that key positions were staffed with succession plans in place.
. Facilitated a major transition in organizational culture from a
centralized command and control environment to individual decision-
making and information sharing. Efforts resulted in dramatic gains in
employee morale and retention while enabling more effective, solutions-
driven decision-making.
. Initiated and drove a Key Performance Indicator (Binder Utilization
Efficiency) for the second highest cost input material, resulting in
over $1M in yearly savings.
. Successfully negotiated a new union contract; repaired mistrust and
established a great working relationship with the local union. This
resulted in the union proactively promoting management's objectives
and reducing grievances to virtually non-existent.
. Implemented the usage of data to drive decisions resulting in Job
Efficiency increases of over 16% and savings of over $3M annually.
. Achieved significant operational improvements by reorganizing
manufacturing operations, hiring key personnel and implementing
continuous-improvement practices (5S, statistical methods, process
mapping, Poka-Yoke) ultimately building a team to drive Aiken's
performance efficiency % from the 70's to the 90's.
. Through focusing on key deliverables we drove business growth, and
expanded from 65 to over 150 employees.
. Redesigned manufacturing production processes to utilize like kind raw
materials and machinery, increasing total output by 11%.
. Promoted a plant wide Predictive & Preventative Maintenance System
resulting in Operational Efficiency increases of greater than 10% and
savings of over $1.2M annually.
. Drove and implemented a safety system resulting in the facility
breaking the old plant safety record and increasing injury free days
by over 510%.
. Architect to upgrade and implement education and training programs to
closely align with business and team member needs. Result of this
initiative was an 83% decrease in the number of days required to fill
a vacancy, production work became more standardized, increasing
quality metrics and decreasing customer complaints by over 60%. In
addition, new hire turnover was reduced from 50% to less than 7%.
Plant Manager, Owens Corning Duncan, SC - April 2003 to February 2004
The Duncan plant manufactured 2 products with revenues of 16 million
dollars annually. The facility employed 62 employees running 24/7/365
days. As the Plant Manager, I led and managed plant operations for
production, maintenance, safety, quality, inventory and shipping &
receiving. This included coordination of plant activities with supervisory
staff to ensure the total manufacturing objectives were accomplished in a
timely and cost effective manner.
. Lead efforts in the facilities reorganization to compete during a
significant market correction. As a result the facility made $2M
profit on the same sales volume it had lost $6M in the previous year.
. Designed teams to tackle waste issues in our operations and lead
efforts in efficiency improvements. As a result our Job Efficiency
increased on one product line from 62% to 96% and from 73% to 99%
efficiency on the other product line. This amounted to a savings of
over $2.5M annually.
. Reduced managerial headcount by over 60% while increasing safety,
quality, efficiencies and lowering cost per unit.
. Enhanced customer satisfaction 46% (measured by customer surveys,
order fill and on-time delivery percentages) through supply-chain
management initiatives, inventory control, and flexible manufacturing
processes.
. One of three key members to lead a high profile acquisition and joint
venture program to drive business growth. Managed projects from
candidate identification through due diligence, financial negotiations
and contract transactions. This resulted in a very favorable outcome
for Owens Corning adding over $3M in profit annually.
Division Controller, Owens Corning Duncan, SC - February 2002 to April 2003
Directed and supervised the financial work of multiple locations in the US,
Europe, and South Korea; Analyzed our division and gave direction regarding
stability, liquidity, and financial growth; Calculated business market
value and projected / analyzed cash flow; Determined division valuation and
prepared analysis of potential merger & acquisition scenarios for corporate
review; Developed and promoted several staff members.
. Discovered and pushed a cross division opportunity reducing real
dollar spending and increased cash flow by approximately $1M per year
for the whole corporation.
. Created a Volume v. Cost estimator for use by our field sales
department, allowing better decision-making by the marketing group.
. Reduced accounting department's workload by utilizing resources within
SAP, simplifying flow of documents and eliminating unnecessary work.
. Focused on infrastructure, process, policy and systems development to
ensure people alignment with value added opportunities.
Controller, Owens Corning Duncan, SC - August 2001 to February 2002
Full autonomy to provide financial information and controls where they were
previously lacking; Performed analytics and gave recommendations for the
direction of our business.
. Reduced inventory levels 62% and increased inventory turns to 3 weeks
utilizing lean manufacturing techniques.
. Instrumental in reducing overhead spending by 42%.
. Created cost models to quickly analyze changes in production design,
raw materials, manufacturing methods, and services provided, to
determine effects on costs.
. Instituted a visual warehouse and visual manufacturing board,
coordinating purchasing and production with sales backlog and
forecast.
. Installed a budgetary system and accountability throughout the plant.
Controller / I. S. Manager, Dana Corporation Sarasota, Florida / Detroit,
MI - November 1998 to August 2001
Directed financial activities of the manufacturing plant. Advised
management on economic objectives and activities versus target. Prepared
reports that summarized and forecasted plant business activity and
financial position in areas of income and expense based on past, present,
and expected operations. Directed preparation of budgets and completed the
full five and ten year financial forecast.
. Instrumental in the turnaround of our facility into a profitable
entity through the development and implementation of weekly
performance monitoring and reporting methodologies.
. Modified accounting systems by noting problems, revising procedures,
and recommending and/or implementing new methods.
. Key team member in the transition from a $30 to $65M facility.
. Segregated the financial performance and reporting for three different
product lines.
. Supervised, trained, and evaluated seven employees.
Senior Auditor Toledo, Ohio - June 1997 to November 1998
Conducted audits for management to assess effectiveness of controls,
accuracy of financial records, and efficiency of operations. Analyzed data
obtained for evidence of deficiencies in controls, duplication of effort,
extravagance, fraud, or lack of compliance with laws, government
regulations, and management policies. Performed operational audits for
profit improvement and recommended changes.
. Wrote and implemented audit programs for Impaired Assets and Sales Use
Tax.
. Instrumental in recovering $800K from a vendor to Dana Corporation due
to fraud.
. Trained and supervised others with diplomacy demonstrating effective
team player and leadership skills.
. Member of the Due Diligence team during acquisition of an Eaton
Corporation division.
Auditor / Senior Auditor, Arthur Andersen, LLP Detroit, Michigan - June
1995 to June 1997
. Effectively planned and executed financial audits, consulting
services, reviews, compilations, and employee benefit plan audits.
. Received CPA license
. Successfully researched technical issues and implemented new
accounting standards on audits.
. Significant experience in drafting and presenting financial
statements.
. Delegated and reviewed audit fieldwork.
. Assessed and recommended improvements to internal controls.
EDUCATION
MBA - University of Florida
BA, Accounting - Wayne State University
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