Manager Sales

Kenneth J. Gulick

*** ****** ****** ( Marietta, OH 45750

740-***-**** ( ********@*****.***

Operations Manager

Production ( Engineering ( Supply Chain Management ( R&D ( Quality

( Logistics

... Analysis, Process Improvement, Planning & Project Management Expertise

...

Skilled operations expert with well developed management skills and wide-

ranging experience identifying opportunities for improvement and

brainstorming potential solutions. Known for wisely allocating resources to

improve quality, outcomes, throughput and service; applying lean management

and lean manufacturing approaches to achieve corporate strategic and

financial goals.

Areas Of Expertise

Establishing Metrics Production Planning & Process Improvement

Relationship Building Scheduling Technical Standards

Operating/Capital Budget Development

Cost Reductions Administration Turnarounds & Expansion

Product Line Troubleshooting & Problem Strategic Business Planning

Management Solving

P&L Responsibility Product Development & Productivity Improvement

Inventory Management Implementation Theory of Constraints

Cost Review & Financial

Statements

Project Development &

Implementation

Career Highlights

- Transformed production from batch to modular manufacturing using lean

manufacturing tools including 5S, Kaizen, Visual Factory, and Kanban.

Results included reducing average lead time from 4 weeks to 1.5 weeks with

next day capabilities, and reducing work-in-process (WIP) over 50% ($1.1

M). Manufacturing and Logistics Manager, Mustang Survival

- Increased output 20% for workforce of 180 by improving first pass yield

from 85% to over 98% through method changes, equipment improvements and

product design changes using lean manufacturing tools. Engineering and

Quality Assurance Manager, Kent Sporting Goods

- Developed new raw material and finished goods inventory strategies that

led to reducing inventory by over 50% ($4.5M). Manufacturing and Logistics

Manager, Mustang Survival

- Turned around acquisition operated as standalone operation by managing

costs, improving productivity and increasing revenues. Increased

operating margin from $750k loss to $500k profit. Applied TOC to direct

labor. Operations Manager, Mustang Survival

- Instituted market category and product plans, upgraded project approval

process, consolidated project tracking process and established project

metrics. Research & Development Manager, Mustang Survival

Career Chronicle

PACTIV CORPORATION (www.pactiv.com) - Mineral Wells, WV

Privately held consumer and food service/food packaging manufacturer with

$23 B/yr sales. Non-Union workforce.

Continuous Improvement / Quality manager (2011 - present)

Led continuous improvement initiative and implementation of Toyota

Production System, and directed Quality in APET extrusion and thermoforming

plant. 7 direct reports.

o Increased Overall Equipment Effectiveness (OEE) 50% from 48% to 72% using

Toyota Production System - Tier meetings, Visual Factory charts (process,

quality, output), standard work, root cause analysis.

o Initiated process improvements and developed spreadsheets (scheduling,

scrap tracking, downtime tracking) resulting in finished goods inventory

reduction from 65 to 45 days on hand, and WIP reduction by 50%

($250,000).

o Reduced thermoforming tool changeovers from 4 hours to 2.5 hours through

a Kaizen event.

o Transitioning from US (AIB, Silliker) to International (BRC) food packing

standards. Revising quality manual to new format and standardizing with

other APET plants.

o Received HACCP certification and led annual program reviews.

Mustang Survival (www.mustangsurvival.com) - Elizabeth, WV & Burnaby, BC

Privately held corporation serving US and Canadian markets (1/3 recreation,

1/3 professional, 1/3 military). Designs and manufactures personal

protective clothing. Employed 355 and 3 off-shore suppliers with Cdn$42M/yr

sales.

Research & Development MANAGER (2008 - 2010)

Led/directed research, product development, quality, product technical data

management, industry standards and regulatory requirements. Maintained

joint P&L responsibility for corporation as part of senior management team;

developed/administered $1.2M R&D operating budget; helped

review/modify/approve $39M corporate operating plan. Reports: 20 (5

direct).

o Met corporate financial objectives despite economic downturn and changing

competitive landscape by revitalizing corporate strategy from product

leadership strategy to solutions provider strategy.

o Increased sales 5% above plan and decreased costs 10% below plan by

leading corporate initiative to boost EBITDA. Held brainstorming sessions

with middle management to identify opportunities, prioritize tasks, and

establish teams.

o Saved $340K from $1.5M R&D budget (22.7%) by laying off 4 technical

staff, 1 technical/administrative staff, and 1 product development

engineer, reducing travel and cutting sales samples.

o Instituted actively-managed market category plans and coordinated product

plans by leading integration of business development and product

development. Managed prioritized product project list based on economic

justification, capacity, operating budget and innovation ratio.

o Boosted product development engineers productivity by 25% from 40% to 50%

during a period of layoffs by increasing employee commitment through

reorganizing/clarifying roles and responsibilities/setting goals.

o Led development/approval of industry firsts: inflatable work vest/life

jacket and inflatable membrane PFD.

o Rescued implementation of new product data management software project by

restating purpose, redirecting project approach, and leading successful

completion on time and at budget.

o Drove industry harmonization of UL, CGSB, and ISO standards through PFDMA

Board and Transport Canada Life Saving Equipment Subcommittee.

o Developed/implemented CEO's vision for flexible/responsive product

development group (Velcro organization).

Manufacturing & Logistics Manager (2002 - 2008)

Headed all corporate supply chain management, including manufacturing,

purchasing, distribution, production planning, and maintenance in US and

Canada; developed and administered $25M operating budget for $40M sales.

Reports: 320 in 3 locations (5 to 12 direct).

o Introduced S&OP process to coordinate product development, marketing,

sales, production and outsourcing plans.

o Reduced in-house manufacturing lead time from 4 weeks to 1.5 weeks and

provided previously nonexistent next-day capability by instituting

Dynamic Production Schedule.

o Championed lean manufacturing (5S, Kaizen, Visual Factory, Kanban,

Process Mapping) including reorganization of a plant from batch

manufacturing in work areas to 14 modules designed to build 1-3 product

families with trade-offs for economies of scale and flexibility.

o Cut work in process >50% ($1.1M), increased working capital, and made

production more responsive to customer demands.

o Developed and presented corporate due diligence package that included

creating new financial model and manufacturing capability/performance

information.

o Slashed expenses $700K by laying off 10% of hourly workforce (30

personnel), incentivizing early retirements and topgrading 4 salaried

positions.

o Increased gross profit from 30% to 50% for $5M revenue in first year by

introducing manufacturing outsourcing for cost management to handle

competitive pressures and declining US dollar.

o Managed growing capacity requirements and tight labor market by directing

site selection team to choose location for 3rd manufacturing facility.

o Effectively addresses maintenance, productivity, speed, and quality

issues by investing $300k capital in equipment.

Operations Manager - WV Division (2000 - 2002)

Recruited by new ownership's Executive VP to manage transition to new

management team and run plant. Oversaw P&L, manufacturing, purchasing,

quality, safety, maintenance, finance, and accounting. Administered $5M

operating budget. Reports: 120 (5 direct).

o Built partnerships among distrustful factory workers with new management

and parent company through communication, consistent work practices, and

fair pay/benefits.

o Significantly boosted productivity, enhanced employee satisfaction, and

increased pay with no cost to company by creating/implementing

performance pay plan for factory workers and creating hiring and training

program in cooperation with WV Workforce Development.

o Increased revenue from $2.5M to $5.5M and operating margin from $750K

loss to $500K profit by managing costs, improving productivity and

increasing revenues.

o Reduced cycle time for critical operation from 20 to 6 minutes/piece and

improved first pass yield from 67% to 99.9% by purchasing/installing

$100K programmable sewing machine for <6 months payback.

o Developed bid, product cost, pricing, and delivery programs for DoD

government contracts.

Early Career

Kent Sporting Goods (www.kentwatersports.com) - New London, OH

Manufacturer of UL/USCG approved personal flotation devices (PFDs), boat

covers, towable watersport tubes, and sports team apparel for recreation

and commercial markets with $60M/yr sales.

Engineering & Quality Assurance Manager / Board of Directors (1994 - 2000)

Developed organization and SOPs that empowered group to handle day-to-day

business while managing manufacturing engineering, product development,

quality assurance, safety and maintenance. Managed UL/USCG relationships.

BATESVILLE CASKET COMPANY - Batesville, IN

Product Engineer (1992 -1994) Ready-to-Assemble Cremation Casket Patent

#5709016

Project Engineer, Formed Metal Products Group (1991)

Production Engineer, Fabrication Welding & Paint Departments (1989 - 1990)

Engineering Management Development Program (1988 - 1989)

Education

Xavier University - Cincinnati, OH - MBA (1994)

The Ohio State University - Columbus, OH - BS in Industrial & Systems

Engineering (1988)

Professional Affiliations

Personal Flotation Device Manufacturers' Association (PFDMA)

President (1997 - 1999), Board Member (1995 - 2000), (2008 - 2010)

Contact this candidate