Customer Service Plant
Resume:
L ANNY L. MIL LI ON
Jonesboro, Arkansas
************@*****.***
S UMMARY
A top-performing, results-driven OPERATIONS EXECUTIVE and TOP CORPORATE LEADER with a demonstrated record of
achievement in multi-plant management, product development, quality systems, mergers/acquisitions, and
international business. Advanced capabilities in lean manufacturing, strategic business planning, team-building,
continuous improvement, and supply chain management. Adept at identifying, prioritizing and executing the key
strategic objectives of an organization. Possesses a proven track record of improving the results of the business by
leading with integrity while driving toward operational excellence.
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Multi-plant Operations Management Strategic Planner
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Cross-Functional Team Leadership Customer/Quality/Profitability Focused
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Mergers, Acquisitions, Integrations Engineering and Quality Management
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International Business Roles Root Cause Analysis
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Product Development, APQP, TQM TS 16949, ISO 13485, MDD 93/42
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Supply Chain Management Finance Background
KEY ACCOMPLISHMENTS
• Exceeded Business Plan objectives while leading operations, administration, customer service, and distribution activities with
full profit/loss responsibilities across seven plant sites concurrently, including Mexico and China.
• Successfully launched dozens of Tier I and Tier II Automotive projects, and other new products. Established phased gating
techniques and instituted APQP to ensure timely, effective, and profitable product launches.
• Integrated acquired plants, achieved synergies post-acquisition, and rationalized products and plants to enhance profitability.
• Conducted international business activities in a variety of roles, including joint venture formation, manufacturing, purchasing,
distribution, and capital investments in Mexico, China, Europe, and Canada.
• Achieved Initial certifications for TS 16949, MDD 93/42 (CE Mark), and recertification for ISO 13485.
• Implemented lean practices and kaizen events in the North American operations, resulting in significant cost reductions and
productivity enhancements. Developed this culture across the workforce.
EXPERIENCE
ZILA, A TOLMAR COMPANY, Batesville, Arkansas
General Manager, May 2012 - July 2014
Integrated a major acquisition in the first 60 days, completing the move of production and distribution from California to Arkansas.
Improved on-time delivery from 64% to 95%. Consolidated assembly operations to maximize manufacturing support synergies.
Improved efficiency, streamlined product flow, and reduced transportation/support costs. Reduced the average time to process orders
through the system from 48 hours to less than 8 hours. Completed ISO13485 re-certification in the first 90 days without a Quality
Director. Launched effort and obtained CE mark certification for European sales of dental lasers. Facilitated an ERP system conversion
in the first 90 days.
• Revamped the quality system and management review process, resulting in a more effective system with meaningful and
measurable quality objectives. Reduced outstanding CAPA’s from 70 to 10.
• Implemented 6S program to streamline operations and involve workforce in continuous improvement initiatives.
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• Developed and implemented visual shop-floor management tools.
• Led major outsourcing initiatives of high labor content products to significantly improve profitability.
• Helped sell and transfer the business to new owners, working through a comprehensive transition services agreement.
PRESTOLITE WIRE LLC, Paragould, Arkansas
$200MM Producer/Distributor of Automotive Harnesses, Wire & Cable Products, and High-Performance Aftermarket Products
Vice President, Operations, 2004-2012
Implemented lean manufacturing in multiple plants, accelerated product launches with APQP, increased content and footprint in lower-cost
locations, built strong plant teams, expanded with JV’s in Asia, and improved Quality systems.
• Led operations for 5 plants and 2 JV’s across three different business segments.
o Led technologically advanced process manufacturing, assembly, and warehouse distribution.
o Developed and executed strategic business plans, short and long term.
• Re-shaped business footprint to leverage lower production costs in Mexico.
o Contracted construction of new 115,000 square feet facility and transitioned operations there.
o Transferred $30,000,000 of production from United States, gaining approvals from Ford, GM, Chrysler and Nissan.
o Implemented APQP approach to product launches to increase velocity and accuracy.
• Consolidated operations for newly acquired high-performance aftermarket business.
o Transferred Carson City, Nevada operations into Cleveland, Ohio, saving $1,000,000 annually.
o Executed transfer in six months without customer interruptions.
• Identified a target company and executed a joint venture with a minority owned wire-company – Board Member.
o Expanded this venture into Mexico as a wire harness joint venture – Board Member.
• Upgraded equipment and technology in the Arkansas wire & cable plant.
o Designed capital campaign to modernize the core manufacturing plant capabilities
o Installed digital extrusion technology and added state-of-art multi-wire drawing machines.
o Balanced production capacities and capabilities between Bare Wire and Extrusion to maximize throughput.
• Maintained excellent ratings for TS16949, ISO and QS Total Quality Management systems.
• Developed metric-based performance objectives for each functional area.
• Negotiated a two-year, $30,000,000 deal to produce wire and cable for Delphi at Arkansas plant.
• Sourced over $3,000,000 in components from India and China, saving more than $500,000 annually.
• Established production capabilities for Ignition Wire at joint venture facility in China.
• Involved in numerous merger/acquisition due diligence activities for parent merchant bank.
• Led many major capital projects from inception to completion, with significant annual savings.
• Promoted lean manufacturing concepts to increase throughput and achieve savings.
• Implemented new ERP systems at all locations and improved supply chain management, including supplier quality.
Director of Operations, 2003-2004
Reporting to the CEO, directed 3 plants (1 process, 2 assembly) in Arkansas, Georgia, and Mexico.
• Transitioned $11,300,000 annualized production for Ford to Mexico plant, resulting in $900,000 annual savings.
• Relocated Arizona distribution and warehouse operation, saving $240,000 annually.
• Ramped up new aftermarket distribution business for ignition wire harnesses for Car Quest and private brand.
• Directed national sales activities for the Wire & Cable Business Unit.
o Extensive relationship-building with major national Wire & Cable customers
• Negotiated $700,000 equipment swap to update drawing, bunching and extrusion equipment at wire plant.
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Plant Manager, 2002-2003
Returned plant to profitability by reducing overhead and balancing production outputs. Rationalized out non-profitable products with
two specific customers, involving $15,000,000 in sales. Sharpened organizational focus and led cost reduction efforts through value-
stream mapping and key project management. Led capital project campaign to reduce repair and maintenance costs by $200,000 per year.
Plant Controller, 1998-2002
Responsible for all support functions including Accounting, Human Resources, Sales, Materials and IT. Developed customer/product
line profitability reporting while ensuring the integrity of plant financials.
ADDITIONAL EXPERIENCE
SUNBEAM CORPORATION, Paragould, Arkansas, Controller and Financial Analyst, 1996-1998. Closed four other facilities and
combined all production into Paragould, Arkansas plant. Led $10,000,000 plant capital expansion project, securing $500,000 in state incentives
from Arkansas. Directed import program for distribution of steel patio furniture from Mexico for Wal-Mart. As financial analyst/productivity
specialist, enhanced productivity, led continuous improvement projects, and optimized costs. Implemented visual shop floor point-of-
production reporting system. Member of corporate product design team to ensure production-efficient designs.
PENTAIR CORPORATION, (Industrial Division - Lincoln) Jonesboro, Arkansas, 1984-1996, Manufacturing Accounting Manager,
1991-1996. Led aftermarket stock-lift program at plant and reduced excess inventory by $800,000. Responsible for financial
management of $20,000,000 of inventory, eliminating physical inventory in $6,000,000 stockroom. Assisted in leading the acquisition
and integration of a major competitor, Hein-Werner. Team leader for BPCS fully integrated ERP systems implementation.
Cost Accounting Supervisor, 1987-1991. Automated the physical inventory process. Devised and implemented an automated shop floor
labor/absorption reporting system. Cost Accountant, 1984-1987. Introduced PC spreadsheets for management reporting, margin analysis, and
departmental expense tracking. Automated the annual financial business plan process.
E D U C AT I O N
ARKANSAS STATE UNIVERSITY, Jonesboro, Arkansas
B.S., Business, 1984
C E RT I F I C AT I O N S
TS16949
ISO13485
CSA
MDD 93/42/EEC
COMPUTER SKILLS
Excel, Word, PowerPoint. ERP systems including BPCS, JD Edwards, Great Plains, SalesPad and others.
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