Manufacturing/Operations Management

Peter Fee

East Islip, NY . 631-***-**** . ********@***.***

Manufacturing Operations Executive

UNIQUE VALUE PROPOSITION

Resourceful, collaborative and solution-focused leader with proven success

in transforming organizations to achieve REVENUE / PROFITABILITY GROWTH and

INCREASED SHAREHOLDER VALUE. Analytical and proactive, with the ability to

unravel critical operational issues, remove hindrances and swiftly resolve

problems. Adept at driving positive organizational change, particularly

within a culture resistant to change. Demonstrated success in activating

CUSTOMER-DRIVEN QUALITY and LEAN / CONTINUOUS IMPROVEMENT programs, as well

as OPTIMIZING COST CONTROLS, MINIMIZING RISK, and IMPROVING PRODUCT

QUALITY.

KEY BENEFITS AND ADVANTAGES

Proven ability to (1) Drive business results, including cash flow, profit

maximization, and enhanced operational efficiency; (2) Establish key

performance metrics and benchmarks to deliver operational excellence; (3)

Revive under-performing businesses, instilling best practices and leading

culture change; (4) Lead, develop, and mentor teams to achieve results; (5)

Manage and diffuse high-stress situations and achieve consensus.

Experience, Key Contributions and Performance Milestones

DAVIS VISION, wholly owned subsidiary of HVHC, Inc. (a Highmark Company),

NY - 2013 to 2014

Premier provider of eye care services with 640+ optical retail stores

across 40 states and the District of Columbia.

Director, Manufacturing

Manufacturing plant site leader, driving all aspects of operations,

including continuous improvement and P&L for a $40M facility producing

3,000+ individual prescription eyeglasses on a daily basis. Provided the

leadership, management and vision necessary to ensure Davis Vision had the

operational controls, manufacturing standards and quality improvement to

effectively grow the organization while ensuring financial strength and

operational efficiency. Responsible for 9 direct reports and 175 total

employees.

. SUBSTANTIALLY IMPROVED PLANT EFFICIENCIES AND OPERATIONS: Led

initiatives that integrated Lean Manufacturing across the plant using

Continuous Improvement tools such as Kaizen. STRATEGIC IMPACT:

(i.) Reduced 5% remake rate to less than 2%, surpassing 2.5%-3.0% average

of company's 4 other plants; (ii.) Decreased lab breakage to 5%,

outperforming industry standard of 10%; (iii.) Continually exceeded

plant's delivery metrics by 5%; (iv.) Cut overtime hours from 17%-18% to

2%-3%, balancing labor across departments to optimize throughput.

Consistently ranked as the top performing site out of the company's 5

plants.

. SHARPENED TEAM PERFORMANCE: Successfully communicated and promoted the

value of Lean / Continuous Improvement to a cross-functional team.

Leveraged inspiring leadership style to extract high productivity from

employees, increasing morale, motivation and performance. STRATEGIC

IMPACT: Garnered the support of all employees and created a climate that

embraced Quality, Safety and Efficiency, building empowered, self-

directed work teams that went the "extra mile."

TELEPHONICS, INC., Huntington, NY - 2012

Global leader in Integrated Information and Communication Systems

technology, serving Aerospace, Defense, and Commercial markets.

Director, Manufacturing

Oversaw the direction, planning, implementation and management of all

manufacturing and test processes and operations for $400M aerospace and

systems manufacturing company. Applied strong leadership skills, as well

as advanced knowledge of industry and management methodologies focused on

continuous improvement - ISO 9000, Total Quality Management and Six Sigma -

to achieve performance excellence.

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TELEPHONICS, INC. - continued

Scope of focus: (i.) Taking ownership of manufacturing and test execution,

including process development, throughput and product deliverables, yields,

quality and overall continuous improvement efforts; (ii.) Defining and

executing a manufacturing strategy to ensure growth and long-term

competitiveness; (iii.) Working closely with other members of the senior

staff to align manufacturing development with technology and business

opportunities.

. ENSURED CAPACITY LEVELS WERE MET: Established and empowered a core

management team to transition key Radar product line to a new location

and achieve operational goals and targets. STRATEGIC IMPACT:

Established business metrics for focus factory and consolidated

manufacturing space by 20% to support efficient operations, seamlessly

relocating product line and meeting all customer and quality commitments.

MOTOROLA SOLUTIONS, INC., Holtsville, NY - 2007 to 2012

$60M+ data communications and telecommunications equipment provider.

Senior Program Manager, Engineering Customer Response Team - $1B Mobile

Computing Division

Key member of a four-person Program Management team within a premier

division of a multi-national corporation. Accountable for the commercial

success, customer satisfaction, technical project execution and delivery of

high-level (Tier III) engagements - relative to Sustaining Engineering

activities - valued from $25M to $100M.

Scope of focus: (i.) Providing leadership and direction to diverse teams of

professionals in the execution of large-scale manufacturing programs, with

substantial complexity and risk; (ii.) Overseeing project scope, schedule,

cost, quality, communication, change management, and customer interface;

(iii.) Maintaining regular communication with client and internal teams,

and constantly managing customer expectations.

. CONSISTENTLY MET COST, SCHEDULE AND QUALITY DELIVERABLES: Quickly

grasped complex issues and provided a focused, solutions-driven approach

to address manufacturing challenges. STRATEGIC IMPACT: Received 2011

Sales award for successful support of the company's largest account -

FedEx, $100M; resolved complicated issues that nearly jeopardized product

rollout, coordinating engineering teams in the US, Israel and India, and

manufacturing group in China. Delivered project on time and diverted

$11M in costs.

D'ADDARIO & COMPANY, Farmingdale, NY - 2003 to 2006

$95M, privately-held manufacturer of musical instrument strings.

Director, Operations

Served as a strategic business partner, directing a three-shift, 600-person

operation: privately held, $95M market leading manufacturer of musical

instrument strings. Led all aspects of Manufacturing, Supply Chain

(Procurement, Shipping, Inventory Control), Quality, Facilities and

Industrial Engineering). Responsible for a team of 9 Managers.

Scope of focus: (i.) Assessing business practices and processes,

identifying critical areas of opportunity and implementing strategic

changes in operations and manufacturing strategy; (ii.) Establishing

standardized systems, metrics, policies and processes; (iii.) Implementing

a cohesive Continuous Improvement culture.

. ACTED AS PERFORMANCE LEADER AND DRIVER OF CHANGE: Developed and

implemented a well thought-out Lean Manufacturing strategy, including 5S,

problem solving teams, cells and raw material inventories, shipping and

receiving. STRATEGIC IMPACT: Tracked and resolved manufacturing

bottlenecks, reducing product shortages and backorders by 50%, increasing

fill rates across the board in excess of 98%, and improving order

quality. Additionally, reduced overtime hours by 75% while increasing

productivity by 3-5%, eliminating the need to maintain a difficult-to-

staff third shift.

. MAXIMIZED RAW MATERIAL INVENTORY MANAGEMENT: Improved forecasting

effectiveness - incorporating historical sales data, together with future

demand intelligence and current sales activity - and strengthened

communications between Sales and Operations to further optimize raw

material purchasing. STRATEGIC IMPACT: Newly improved planning and

forecasting processes reduced raw material inventories by 25%, minimizing

raw material investment by $10M while continuing to satisfy customer

demand.

. ENHANCED SHAREHOLDER VALUE: Acted as strategic asset to the business,

creating a vision and responsive operating strategy, an effective

employee relations climate, and a "Lean Thinking" culture for performance

effectiveness. STRATEGIC IMPACT: Key driver in seamlessly integrating

operations of two acquisition companies with parent organization, on

schedule and with no adverse effects on customer shipments.

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ADEMCO GROUP (Honeywell International), Syosset, NY - 1994 to 2002

$400M market leader in residential and commercial security and access

control systems.

Director, Operations Engineering

Held full management responsibility for the successful, continuous

operations of electronics and electro-mechanical products manufacturing,

with facilities worldwide and annual $10M + budget. Led a team of 71

professionals and department managers including Manufacturing Engineering,

Advanced Engineering, Industrial Engineering, Test Engineering and

associated support groups.

Scope of focus: (i.) Working closely with development engineering, product

management and client-facing teams to meet or exceed business objectives

and ensure the highest levels of customer satisfaction; (ii.) Analyzing

current processes, documentation, tools and methodologies to navigate

ongoing refinement and achieve continuous cycles of improvement; (iii.)

Planning and executing financial management of operations, identifying and

reviewing options, costs, benefits, and risks associated with alternative

and streamlined approaches.

. POSITIONED THE BUSINESS FOR SUSTAINED GROWTH: Defined annual operating,

capital equipment and facilities budgets, formulating a strategic

operations roadmap and capacity planning system (NY and Mexico plants) to

remain competitive. STRATEGIC IMPACT: New, robust control environment

reduced operational expenses an average of 10%, while increasing annual

growth rate by approximately 20%. Additionally, integrated six

acquisitions in four years, ensuring a well-organized transition into the

ADEMCO Group.

. BUILT A BEST PRACTICES OPERATIONS INFRASTRUCTURE: Established

disciplined systems, metrics and policies, centered on rapid prototyping

system, process improvements, and an upgraded Workplace Safety program.

STRATEGIC IMPACT: Organization-wide strategy cut development cycle from

3 weeks to 3 days, decreased preproduction manufacturing by 50%, while

reducing employee compensation claims, lost time due to injury, and

insurance rates to the lowest per capita in the Division.

. SERVED AS SIX SIGMA SUBJECT MATTER EXPERT: Management Advisor for Six

Sigma process implementation, with hands-on involvement in project and

candidate selection, development of metrics and goals, project progress,

and participant sponsorship. STRATEGIC IMPACT: Championed a formal cost

reduction program that resulted in $300K in hard savings within first

year of implementation.

. INCREASED COMPETITIVE BUSINESS ADVANTAGE: Formulated a plan and led team

to establish manufacturing facilities in Juarez, MX as well as expand El

Paso, TX distribution facility from 30K sf to 100K+ sf feet. STRATEGIC

IMPACT: Directed seamless facility set up and installation, including

automated tracking systems and transfer of $300M worth of product.

Coordinated activities between Purchasing, Engineering and external

suppliers to minimize risk, achieve material cost reduction and delivery

improvement, and ensure long-term success.

. ESTABLISHED A HIGH-VALUE, ADVANCED MANUFACTURING FRAMEWORK: Initiated

and implemented an Advanced Manufacturing Group. STRATEGIC IMPACT:

Newly assembled group provided next generation knowledge-driven

manufacturing methods and technologies - increasing capability to respond

rapidly to customer demand and desired quality, and optimizing

manufacturing processes for operational excellence.

Earlier Career SYMBOL TECHNOLOGIES, INC., Bohemia, NY - 1981 to

1994

Senior Manager, Quality Process and Projects (1992-1994)

Senior Manager, Technical Marketing (1988-1992)

Senior Manager, Manufacturing Engineering (1981-1988)

Fast track progression through increasingly responsible

leadership roles, constantly immersed in problem solving of

complex situations and execution during aggressive business

growth - from $2.3M to $500M over a 13-year period.

Demonstrated solid business acumen, and strong leadership

skills.

Additional Operations and Manufacturing Business Consultant (3 years)

Education/Affiliations Master of Science, Operations Management -

NYU/Polytechnic University of New York Bachelor of Science,

Industrial Technology - State University of New York,

College at Buffalo

SME Certified Manufacturing Engineer (CMfgE), Assembly

Operations

ISO 9000 Lead Assessor Certification Training (IQA

Registered)

Senior Member, Institute of Industrial Engineers (IIE)

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