Manager Customer Service

Rob Carmichael

**** ******** ****

Kelowna BC

VIV 2G5

250-***-**** **************@***.***

Summary

Experienced hands-on management mentor / leader with 10+ years experience

in manufacturing in various roles and 20+ years overall expertise in

packaged goods. Championed continuous improvement programs resulting in

superior customer service, leading to improved efficiency and bottom-line

results. Proven knowledge in complex facilities/project assessment,

coordination & implementation with demonstrated efficiency results. A

dynamic & creative team developer with proficient ADR & CA negotiator

skills.

OVERVIEW - Qualifications

. Seasoned people management, process and materials skills and abilities.

. Sound knowledge of collective agreements and their application in

manufacturing environments, coupled with strong industrial relations

skills.

. Extensive experience in production planning for multi-flavor PET and

canning lines.

. Proficient in labor and raw materials budgeting including RFP/RFQ process

and the implementation of large scale capital expenditures.

. Thorough understanding of P&L reports and impact to the bottom line.

. Complete knowledge of Provincial health and safety legislation.

. Experienced in contingency planning, prior to and during labor

disruptions.

. Skilled in design and implementation of preventative maintenance programs

and sound working knowledge of predictive maintenance.

Professional Experience

Tundra Windows, Doors and Cabinets, Penticton BC

Tundra is a division of the Radec group based out of Vancouver BC

Responsible for 2 manufacturing facilities located in the Okanagan

manufacturing, vinyl windows, wood windows and doors and kitchen cabinets.

General Manager

February 2014-Present

Responsible for all manufacturing,purchasing,equipment

maintenance,logistics and sales. The main focus is to put manufacturing

policies and Standard Operating Procedures in place as this is a new

company.

To date all SOP's have been written and implemented as well as changed the

placement of all manufacturing lines, removing bottlenecks and constraints,

resulting in a 15% increase in throughput.

NAP Windows and Doors, Kelowna British Columbia

NAP Windows and Doors is a leading Canadian manufacturer of residential

windows and entry way door systems. The company services all western

Canadian Provinces and operates facilities in Ontario serving the eastern

market.

PRODUCTION MANAGER

September 2011 -February 2014

Responsible for all manufacturing, some purchasing, budgeting and equipment

maintenance. The key challenges for this position are to improve production

efficiencies through, equipment and process upgrades.

Madero Distribution, Saskatoon SK

Madero Distribution is a leading Saskatchewan manufacturer of residential

and commercial

doors serving western Canada and northern Ontario.

PRODUCTION MANAGER

November 2009 - Present

Responsible for all manufacturing, some purchasing, budgeting and equipment

maintenance. The key challenges for this position are to install lean

manufacturing principles to ensure capacity is available for a 50% growth

in volume. During my first 6 months I have increased efficiencies by 30%

resulting in capacity increases.

Gienow Windows & Doors, Calgary, AB.

Gienow Windows and Doors is one of the largest building product companies

in western Canada.

Manufacturing Manager 2006 - March 2009

. Responsible for managing 200 hourly employees and 8 Manufacturing

Supervisors.

. Originally hired as the Glass Plant Manager - based on results, I assumed

responsibility for 90% of all manufacturing.

HISTORY - RESPONSIBILITY PROGRESSION

. June 2007, assumed screen manufacturing duties.

. January 2008, assumed door manufacturing duties.

. July 2008, assumed RGA (Returned Goods Authorization).

. August 2008, assumed vinyl manufacturing duties.

Lakeport Brewing Corporation, Hamilton, ON

Maintenance & Engineering Manager 2004 - 2006

. Handled all capital projects including new equipment installation from

concept to full production.

. Responsible for the daily operation of the maintenance department

including all tradesmen and supervisors ensuring efficient operation of

the production lines and building systems.

. Primary mandate was to incorporate a culture change, from reactive to

proactive maintenance, through designing and implementing sound

preventative/predictive programs.

Apollo Health & Beauty Care, Toronto, ON

Apollo is a private manufacturer and distributor of liquid/bar bath shower

soaps, skin care formulations, lotions, gels and sprays combined with

nutritional and nutraceutical supplements.

Plant Manager 2004

. Directly lead the management group which included maintenance, warehouse,

production and planning - all supervisory level roles. The employee

group consisted of 150 non-union staff.

. Met the challenges of this role which were to increase efficiencies

through installing manufacturing principles combined with cost control

measures for labor, yields and inventory.

Coca-Cola Bottling, ONTARIO 1998 - 2004

The Coca-Cola facility in Brampton is the largest and most modern facility

in North America. There are 6 new multi flavor/multi package lines

producing carbonated soft drinks as well as Dasani water and the capacity

to produce non-carbonated juices.

Operations Manager, Brampton 2002 - 2004

. Directly lead a team of 11 management/supervisory level professionals

which included 200 Local 175 UFCW hourly employees.

. The challenges in this new role were to teach and coach supervisors in

the efficient operation of the facility through improving plant

performance and cost controls.

Production Manager, Weston 2000 - 2002

. Oversaw day-to-day operations/results while managing 5 Production

Supervisors and 90 indirect reports, members of UFCW Local 393.

. Increased plant performance from 70% to an 82% average. This was a

result of my coaching and training direct reports on proper PPT

supervision and management techniques.

. Through identifying points of loss and implementing proper controls,

syrup yields increased, from 98.7% to 99.6% which is significant in this

industry, given production volumes.

Maintenance Manager, Don Mills 1998 - 2000

. Directly supervised 15 Millwrights, Electricians and Stationary

Engineers. All tradesmen were CAW unionized employees.

. Increased plant performance from 60% to 85%. This was accomplished by

hands-on management at all levels, holding all employees accountable for

performance and repairing and upgrading production equipment.

Cott Beverages, Mississauga, ON.

Production Superintendent 1993 - 1998

. Career started as a unionized Operator (for six months), progressed to

Production Supervisor, Senior Production Supervisor and finally Production

Superintendent, within a period of three years.

. As Production Superintendent, supervised 4 Production Supervisors and

indirectly 140 hourly employees, members of Teamsters Local 938.

. Improved plant performance from 65% to 80%. Worked with a continuous

improvement consulting firm which provided the opportunity to acquire

valuable experience in improving plant performance, material loss and

people management. This training was the cornerstone of my

accomplishments at Coca-Cola Bottling.

Atlas Containers, Weston, ON.

Plant Supervisor 1983 - 1993

. Progressed from Plant Floor in Machine Operator, Shipper Receiver and

Plant Supervisor roles, to Plant Supervisor (1990 to 1993). Managed 10

non-union direct reports while ensuring day-to-day production of quality-

corrugated products.

Education

Law Enforcement Diploma, 1981

References Available

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