Manager Manufacturing
Resume:
CHRIS A. GEORGE
TOMBALL,TEXAS *7375
Experience includes thirty one years of manufacturing shop floor, sales &
RANGE OF
materials management, and systems implementation experience in a variety of
EXPERIENCE:
industries including manufacturing and distribution companies.
EDUCATION/EXPE BS Management/Marketing…Wright State University, Dayton, Ohio, 1983 (Degree
earned at night while working full time)
RIENCE:
2014 – Present Texas Honing Inc. Houston,Texas
Position : Front End and Production Control Manager
Establish and ensure continuous operations from Quote phase through
manufacturing release, supplier management, scheduling
and project management execution.
Championed start up of centralized order entry.
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Established POC for Customer feedback and timely response,utilizing
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Microsoft Project as Project Management tool.
Established a documented process for Calculating Performance Metrics
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(On time Delivery,Quality,Safety)
Instrumental working with Sales Team to regain lost credibility with past
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Customers.
2012 2014 Weatherford 9600 West Gulf Bank Rd.and 918 Hodgkins
Rd.Houston,Texas
Position : General Manager
Create continuous improvement environment and establish a culture where safety
is routine.Assure internally assembled and tested product meet all quality ISO
standards & API certifications applicable.Restructure and staff facility for next
level of service requirement.Control budgeted cost and based on customer input
forecast a revolving quarter.Assess daily,weekly,monthly performance and drive
solutions for improvement area’s.
Established and developed a Trade Compliance Group for
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International shipments which account for 95% or greater volume.
Coached and structured Commercial Coordinators to be more responsive
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to customer request.
Restructured facility to one main stream process methodology regardless
•
of product line.
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Consistently passed all External QMS audits.
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Safety Metric Performance Zero Incidents in greater than 365 days and
•
counting.
Creative staffing initiative utilized for short term spikes in output
•
requirement.This also helped build teamwork Internationally.
Utilized LCC for sourcing where appriopriate for business model.
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Initiated VMI to improve cash flow and develop long term supplier
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relationships.
2008 2012 Forum Oilfield Technologies Spring,Texas
Position: Plant Manager
Ensure continuous and optimal operations.Steer engineering,HR,
inside sales,manufacturing and materials,and shipping activities.
Champion and lead initiatives for the organization.Oversee P&L
accountability.Assess daily,weekly,monthly performance.Drive solutions to those
areas needing improvement in monthly reviews.Serve as an active participant in
production strategy meetings to contribute ideas towards the overall objectives.
Consolidated Product Lines into one footprint for productivity gains
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within budget/timeframe.
• Championed start up of Centralized Distribution Center
“One face to Customer”.
• Served as extension to Merger & Acquistion team when required.
• Coordinated New Product Release to manufacturing facility.
• Coached and Guided Capital Project Implementation
2003 2008 Tyco International, Stafford, Texas
Position: Manufacturing Manager
Coaching and Directing manufacturing activities for 300 employees
In all aspects of pressure relief safety valve business.
Instrumental in start up of CETEC shop floor tracking system.
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Championed change in machining methodology, yielding 60% cycle
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reduction to increase thruput.
Coached cultural change during implementation of lean activities.
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Accountable for manufacturing budgets and capital improvements.
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Manufactured specialty fabricated valves that competed globally.
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2001 2003 Flextronics International,Plano,Texas
Position: Product IntroductionCenter Manager
Directed and coordinated new product development activities for 30
Employees in all aspects from design through prototype delivery.
Product launches in multiple sites with NPI / APQP in place for
Production run. Core business is contract manufacture of fabricated enclosures for
Telecom industry.
• Instrumental in start up of product development team.
• Instrumental in establishing specific machines,methods,process’s
for new product introduction opportunities.
• Accountable for P & L of group.
• Assisted in development of new accounts to not be heavily reliant
On telecom industry.
2001, Ever Roll Specialties Company. Springfield, Ohio
Position: Production Superintendent
Directed and coordinated production activities for 80 employees in a two shift
operation, including tool room, maintenance and quality in the manufacture of
fabricated tube and wire components.
Reduced work order backlog by 70% in three months.
Coached and developed supervisors on balancing product flow for
maximum
Performed set up reduction efforts yielding versa form set ups
from twelve to four hours.
Instrumental in QS 9000 certification and on going maintenance
of program to assure compliance.
1997 2001, Rittal Corporation, Springfield, Ohio
Position: Fabrication Manager
Coordinated production activities for 70 employees in a three shift
operation, including shop floor schedules, manufacturing engineering support and
quality control in the manufacture of electronic panel enclosures. Special
manufacturing processes include stamping, high speed turret punching, CNC brake
press, robotic welding, plasma wielding and powder coat painting. Utilized Lean
Manufacturing, Continuous Improvement and JIT techniques.
Defined process for order processing method conversion from batch processing.
Resulted in 30% reduction of work in process inventories in 4 months.
Instrumental in ISO 9001 certification and on going maintenance. This enabled
sales to obtain new customers such as Compaq and Dell that account for 35% of
business.
Coached and developed group leaders to direct routine shop floor activities.
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Developed communication for multiple shift hand off of order status, machine
status and material status.
1994 I997, Varity Dayton Walther, Moraine, Ohio
Position: Manufacturing Manager
Directed Production line supervisors, shop floor schedulers,
manufacturing engineering and quality control personnel in the manufacture of
wheel end components for OEM and aftermarket.
Reduced set up times on drilling operations from four hours to one hour.
Reduced set up times on CNC lathe operations from six hours to two hours
creating an increase in capacity generating a capital cost avoidance of $100,000.
Implemented conversion from weld to balance to component balanced assemblies,
which yielded a 50% reduction in customer returns in three months.
Instrumental in elimination of off site warehousing/shipping for cost savings of
$500,000 per year, which was completed in nine months.
1985 1994 BF Goodrich Aerospace, Troy & Cleveland, Ohio
Position: Manufacturing Manager
Direct Production line supervisors, shop floor schedulers,
manufacturing engineering and quality control personnel in the manufacture
of aircraft landing gear. Special processes included CNC machining, CNC
profiler and honing. Alloys (forgings and castings) included aluminum, brass,
titanium, magnesium and steel.
Promoted three times in seven years.
Consolidated indirect and direct jobs during negotiations.
Developed machine layouts, in six months, to optimize throughput resulting in
20% less work in process inventories.
Developed methods to effectively move parts throughout shop with no need for lift
truck usage. Project completed in three months resulting in productivity
improvement of 20%.
Started process of cultural change, at the Cleveland facility, implementing BF
Goodrich Policies & Procedures after acquisition.
Developed JIT program in six months, moving from process batch manufacturing
to continuous flow cellular manufacturing resulting in 25% less work in process
inventories.
Developed and implemented machine layouts to optimize throughput.
Led set up team to mistake proofing activities, which yielded a 50% first piece
scrap reduction.
Birthdate: 9/22/61... Single... Excellent Health
PERSONAL:
Additional information available on request.
REFERENCES:
Chris George Page 5
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