Manager Customer Service

Bruce Taylor

*** ********* ** • Battle Creek, MI • Phone • 269-***-**** • *********@*****.***

Summary of Qualifications

Results producing people, process, product manufacturing management professional career spanning 20+ years,

demonstrating year-over-year improvements in safety, quality, productivity, and delivery functions. Strong and

decisive operations leader with analytic, organizational, team building, and planning skills. Maintain

uncompromising focus on high quality standards and bottom line profit improvement. Effective technical and

communication abilities. Champion manufacturing philosophy based on housekeeping (5s theory), takt time

reductions through “pulling instead of pushing,” lot size decrease for required setup times (kaizen). And single

piece flow implementation (Thinking Lean). Core knowledge and skill areas include:

• • •

Lean Manufacturing Kaizen Events Team Building

Implementations • •

5-S Implementation Mentoring / Coaching

• Cellular Manufacturing • •

HACCP Implementations TPS & TS16949

Implementations

• •

Supplier Agreements ISO 9000 quality

• Continuous Improvement management & ISO 14000

• GMP and SOP

Processes environmental

Implementations

• Supplier and Customer management.

• Developing Performance

Kanban Systems

Evaluation Systems

•

Professional Experience

Community Support/ Plant Manager, Summit Pointe, Battle Creek, Michigan (03/2012- 11/2013)

Responsible for overseeing the on site day to day manufacturing operations, as well as implementing significant

continuous improvement activities.

• Achieved $ 8000,000 in cost savings through constraint management techniques at bottle neck

operations and visual management boards. Raised project completion rate to 87%

• Established INA benchmark through on-time delivery rating of 92.2% ( up from 87% in 2011) through

pull systems, visual management and single piece flow concepts that reduced takt time from 16 to 10

days.

• Achieved all 4% standard cost reduction projects by generating ideas with supervisors, engineers, and

technicians, prioritizing cost saving ideas using “Bang for the Buck” matrix, assigning resources.

Reason for leaving: Family medical issues out of state.

Assistant Department Manager, Musashi Auto Parts Battle Creek, Michigan (10/2007–07/2011)

Held increasingly responsible positions as a result of demonstrating a solid track record for managing multiple

functional areas, and delivering results for the company through the manufacturing of forgings and automotive

component devices in ISO 9001, EN 46000, and FDA compliant clean room facility.

• Accountability for profit, loss, and management for all departments responsible for complete fulfillment

of customer orders, including: Production, Engineering, Quality, Planning and Scheduling, Purchasing,

Machine Shop, Warehousing, and Customer Service.

• Managed a direct staff of 8 with responsibility for 180 employees across 3 shifts.

• Implemented lean manufacturing, Toyota Production System, throughout a $25 million process plant.

• Transformed the production methodology from a push system to a pull system utilizing cellular

manufacturing and implemented Kanban inventory systems with suppliers and customers resulting in:

--Streamlined inventories by 50% and increased inventory turnover by 145%.

--Improved customer delivery performance from 78% to 96% while reducing lead times by 80%.

--Reduced scrap and waste by 26% through a 5-step problem solving process focused on the key

variables identified by a Pareto analysis of root causes.

--Accelerated plant responsiveness by reducing complex setups by 74% through value stream mapping.

--Leveraged existing plant floor space and equipment through Lean initiatives allowing a 50% increase in

actual sales in addition to reclaiming 26% of floor space for new production cells.

--Cultivated and championed a continuous improvement team environment throughout the entire hourly

workforce in 2 separate plants.

--Restructured the performance evaluation system and implemented a gain sharing program to tie

performance and rewards to business objectives.

Reason for leaving: Laid- off due to economic issues.

Production / EHS Manager, Taros, Battle Creek, MI (11/2005 -08/2007)

Responsible for the identification, development, validation and ongoing success of final assembly services

provided on company products and products purchased and resold under the company’s name.

• Developed a local supplier to eliminate quality and delivery issues resulting in over $200,000 in savings

during the first 7 months.

• Performed a Make vs. Buy analysis on an existing product line resulting in the product line being brought

in house providing greater manufacturing flexibility and $150,000 in savings.

• Developed a strategy to create preferred supplier partnerships for outside services with industry leaders

to consolidate suppliers and open the door to co-marketing and selling agreements.

• Developed and implemented Safety and Health Programs, MSDS, hazard Communication response

protocols, Trainings, Safety audits/Inspections, Environmental Compliance.

• Managed a program to transfer company owned plastic injection mold tools to a preferred supplier

resulting in improved quality and $700,000 in annual savings.

Reason for leaving: Contract employment.

Production Manager Eaton Corporation, Marshall, Michigan (08/1996–10/2005

Warehouse Manager (1998–2002)

Quality Assurance Auditor (1996–1997)

Managed the Machining Department, including hiring, training, and scheduling of work.

• Improved inefficiencies through the implementation of standardized work and a cost control system that

was integrated to the MRP system resulting in a 50% headcount reduction in the department.

• Developed an Activity Based Cost model for the allocation of overhead by product, enabling products

true costing to be better understood and pricing to become more competitive.

• Prepared and reported operational results to senior management providing enhanced decision-making.

Reason for leaving: Plant relocated to Mexico.

Production Manager, II Stanley, Battle Creek, MI (02/1994 to 08/1996)

Facilitated 6 production supervisors and 200 hourly nonunion employees in an FDA controlled environment,

producing approximately 60,000 cases of product per day on 3 packaging lines in a High Performance Work Teams

environment.

• Reduced line changeover times from several days to several hours with a budgeted output increase of

23%.

• Initiated and organized safety training programs resulting in zero lost time and zero recordable incidents.

• Implemented professional development training for supervisors that included labor relations, Human

Resources law, employee relations, performance appraisals, and conflict resolution.

Reason for Leaving:

To broaden my leadership skills

Production Supervisor, Archway Cookies, Battle Creek, Michigan (1987–1994)

(World’s largest manufacturer of soft batch cookies with over $2 billion in revenues.)

Supervised 45 hourly union employees on 13 packaging lines in an FDA controlled environment with clean room

facilities.

• Chosen as a corporate role model to act as a mentor to fellow supervisors from union and nonunion

plants.

• Successfully coordinated and implemented relocation of 5 of the 13 packaging lines in order to make

room for 2 new high speed fillers and their ancillary packaging equipment

• Initiated a process improvement program that significantly reduced changeover times, raised the

competency level of the production operators, and established long term maintenance goals.

Reason for leaving: Company went bankrupt.

Professional Achievements

• Contributed an article, Becoming Lean, Productivity Press.

• Speaker, Productivity’s best of North America manufacturing conference.

• Participated in improvements with Lean Manufacturing, in Solutions magazine.

• Featured in 5-S Training video series, Productivity Press.

• Speaker Advanced Manufacturing Forum, Kellogg Community College.

Education / Professional Development

Associate of Science Manufacturing Technology

Kellogg Community College – Battle Creek, Michigan

Central High School – Battle Creek, MI

Assorted Coursework:

Strategic Planning, American Management Association

The Art and Science of Six Sigma

Value Stream Mapping

Statistical Process Control

Lean Enterprise Summit (3 years)

Continuous Performance Improvement

Managing Employee Performance and Development

Eli Goldratt Satellite Program

Masco Tech Grand Kaizen Workshop

Fundamentals of Injection Molding, SME

Activity Based Costing and Management

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