Manager Manufacturing

Sam Titus

*** ******* ******, ******, ** ***** 515-***-**** (

*********@*****.***

Manufacturing Executive / Director / Manager

Charismatic and authentic leader with progressive 17-year career in

manufacturing and repeated success

with Fortune 100 corporation as well as three-generation, family-owned

manufacturer.

Innovative change agent-championing process improvements with proven record

of transforming culture by introducing an "employee first" approach.

Servant leader and expert coach-building teams, momentum, and consensus as

well as removing roadblocks for talent to perform at their highest level.

Engaging and passionate speaker routinely requested to keynote business

presentations on "culture in the workplace."

"Sam has brought many talents to the company over the years with his vast

background . . .I would highly recommend Sam and his abilities to any

company looking for a leader that can affect change in an organization,

and deliver great returns to the bottom line" -Travis D. Stallkamp, Chief

Operating Officer, Hagie Manufacturing Company

RECENT CAREER HIGHLIGHTS

> Played a key role in Hagie Manufacturing's surging revenues-more than

doubling size of company and tripling profits in 5 years.

> Contributed to Hagie's recognition as one of The Des Moines Register's

Top Companies To Work For for 3 years and as a WorldBlu certified

company.

> Influential in growing workforce at Hagie from 180 to 500 employees,

while increasing debt-to-equity ratio 10-fold, thus enabling company

expansion and investment.

Professional Experience

Hagie Manufacturing, Clarion, IA 2008 - 2014

Senior Vice President of Operations (12/2013-8/2014)

Promoted through the ranks to provide visionary executive-level leadership.

Equipped leaders with in-depth coaching and mentoring to truly practice

servant leadership, while clearly conveying corporate mission, goals, and

KPIs. Added responsibilities to previous role to include leading remainder

of senior leadership team (sales, engineering, production, customer

support, HR, and finance) due to synergies of prior teams.

Impact: Cultivated and maximized talent of high-potential leaders by

coaching from a personal versus business nature.

. Directly involved in the restructuring of the sales and customer

support leadership

. Performed 360 degree reviews, including action plans to strengthen

project/time management skills to align with company objectives.

. Developed and initiated "All Hands" Meetings held every Monday company-

wide, which rallied and inspired employees with sermons/exercises.

Vice President of Manufacturing (12/2012-12/2013)

Stepped in to newly created, senior-level role to provide strategic

direction in conjunction with CEO and COO. Implemented key leaders,

including new plant manager and manufacturing support manager, to drive

initiatives critical to organization's success and meet aggressive

milestones. Introduced robust agile manufacturing processes.

Impact: Drove smooth product introductions into manufacturing, increasing

repeatability and reliability, while reducing costs.

. Revamped support structure, accelerating turnaround of improvement

opportunities critical to team's success.

. Reconfigured plant layout, relocating 50% to allow for U-shape flow,

which improved efficiencies and growth.

. Instated Field-Ready Approach to manufacturing that lightened customer

support's load and raised satisfaction.

. Elevated vendors' on-time delivery from 70 to +90% and reduced

inventory dollars by +30%.

Manufacturing Operations Manager (8/2011-12/2012)

Advanced to direct manufacturing operations team, including production,

procurement, manufacturing engineering, quality, and maintenance areas.

Built procurement and manufacturing engineering teams and capabilities by

hiring, mentoring, and collaborating with exceptional leaders.

Impact: Seamlessly introduced new products to manufacturing, while

improving processes.

. Increased inventory turns from 8 to 13.4 turns per year and inventory

accuracies from 67% to 95%.

. Introduced Standard Work/Work Instructions for various staffing levels

and Andon system.

. Added procurement support to design engineering, thus streamlining

approach to align with business model.

Senior Engineering Manager (12/2008-8/2011)

Promoted to help reverse declining revenues/profits, poor cash position,

and low debt-to-equity ratios for ownership that wanted to "do more" and

leave a lasting "employee first" legacy. Accordingly, steered paradigm

shift in company's leadership style from focus on metrics (safety, quality,

productivity) to emphasis on employees first. Additionally spearheaded

collaborative efforts to prototype, design, test, assemble, and drive

production-ready products to market.

Impact: Initiated implementation of Employee First Mentality (focus on

inputs versus outputs).

. Ignited culture shift, starting "Family Values" program and

instituting a "Freedom Based Mindset."

. Drove +80% change in leadership from 2008 to 2010 to align company's

senior leaders with its mission.

. Designed STX (machine to capture new market) via partnership with

Detroit's College of Creative Studies.

Continuous Improvement Manager (3/2008-12/2008)

Brought in to reinvigorate lean methodology and help drive transformation.

Quickly became trusted advisor to owner and tasked with evaluating various

key leaders and projects company wide. Reported directly to company owner.

Impact: Identified and coached leaders to align with new methodology; made

tough termination decisions.

. Decreased inventory by $2M (15%) and increased on-time delivery from

12% to 55%.

. Made decision to shutdown New Potential Machine project that was $2M

over budget and 1 year over due.

. Drove Kaizen team to diverge from batch processing (20 machine

batches) to a 1-piece flow throughout plant.

Pella Corporation, Story City, IA 1997 - 2008

Supply Chain Manager (2007-2008)

Progressed steadily and grew as a leader, due to dedication, passion, and

results, to manage incoming/outgoing dollars and processes of plant's

entire inventory, including $2.8M in raw materials. Managed all facets from

scheduling orders to procuring all parts necessary to produce units,

including material flow throughout the plant. Challenged to facilitate

addition of Vinyl Windows to plant, which doubled inventory size and

introduced new products/vendors. Honed skills in lean methodologies.

Impact: Drove change to a mixed modeling scheduling approach on highly

complex multipurpose line, resulting in smoother flow, increased

efficiencies, and reduced throughput time to customers.

. Trimmed inventory $650K; increased inventory turns 25%; and raised

inventory accuracies from 70% to 97%.

. Reduced minimum order quantities and fixed lot multipliers by working

with other sites and vendors.

. Created robust processes for MRP ordering and modified both planning

and unit bill of materials.

Production Line Manager (2003-2007)

Tapped for department management role and optimize production line, leading

teams of 20 - 50 employees to outperform all previous metrics. Rotated to

manage all areas of manufacturing, including receiving, parts marking,

final assembly, and shipping.

Impact: Led +20 teams to cut waste and boost efficiencies by leveraging

continuous improvement expertise.

. Raised output 20% yearly; slashed quality deficiencies 27%; and

sustained 99% on-time shipment every year.

. Earned exemplary performance awards 3 times (only 2 awarded per site

per year).

. Achieved corporation's best recordable injury frequency rate of 4.5 in

2007.

Continuous Improvement Leader (2000-2003)

Selected to train with TBM Consulting Group based in North Carolina and

subsequently became certified leader to drive process improvement in Story

City operations. Participated in over 50 teams while leading 20 of them,

ranging from Point Kaizens, Shopfloor Layouts, Process Improvements, Rapid

Quality Improvements, and New Products. Provided Day 1 training to all

Kaizen teams.

Impact: Earned reputation for bringing individuals together to form

cohesive teams that achieved results.

. Reduced costs by $500K per year by switching plant from kanban-based

part deliveries to kitted-based system.

. Increased efficiencies for all parts-making cells from 70% to +90% by

creating hourly performance boards.

. Reduced parts-making operation from 3 workers to just 1 employee by

creating a U-Shape cell.

Scrap Analyst (1997-2000)

Promoted quickly to Scrap Analyst to study data and make informed

decisions, regarding +$1.5M of scrap comprised of lumber, glass, and

aluminum. Worked cross-functionally with other Pella sites to drive

improvements. Coached indirect-report team members. Ensure integrity of

data to make optimal determinations for corporation.

Impact: Focused on minimizing salvage as opposed to maximizing its use.

. Saved $250K, reducing lumber scrap from 21% to 5% by advocating a

change in species of wood.

Professional Development

Iowa State University - Business Administration, Ames, IA

Pella Certified Kaizen Team Leader, Pella Certified Kaizen SKB Trainer

Over 100 Continuing Leadership Classes, such as

Crucial Conversations Whale Done Decision Based Thinking Quality

Planning Interpersonal Skills & Relationship Building Emotional

Intelligence Communication Team Leadership Influence Time

Management & Productivity Decision Making Peer Feedback & Coaching

Turning Conflict Into Collaboration

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