Experienced Maunufacturing Professional

Alfred F. Herold

**** ******** ****** ( Dublin, OH 43017 614-***-**** (

*******@*****.***

Senior-Level General Manager

Spearhead turnaround reengineering, thought leadership, and change

management

in world-class, ISO-certified, and lean manufacturing environments.

- Six Sigma Black Belt & Master of Business Administration -

o Expertise in leading global operations to optimize profitability,

virtually eliminate safety incidents, reduce inventory, and increase turn

rates through strategic planning and management.

o Orchestrated a $6M+ international capital expansion leading to startup of

operations in Europe; created world-class facilities through leadership

of manufacturing and engineering teams.

o Developed preventive maintenance programs to dramatically reduce

equipment downtime; created environments with robust quality control and

assurance practices.

o Coached team members to become tomorrow's leaders, building top-

performing groups with talented management candidates; overcame volatile

situations to create solid management-staff relationships.

Key Knowledge & Skill Areas

Organizational Development & Cost Control & Strategic Sourcing

Effectiveness Capital Improvement Projects

Full P&L Accountability ($125M+) Kanban & JIT Systems

Quality Control & Assurance Product Development

ISO & TS Compliance Employee Relations

Safety Programs

Professional Experience

Boomerang Rubber - Botkins, OH

2013 - 2015

Director of Operations

Responsible for all facets of a facility that takes uncured North American

tire scrap and produces Truck bed mats and mud flaps. Helped achieve both

TS16949 and ISO 14000 Certifications. Helped grow business 17% in 2013 and

23% in 2014. Obtained $250K State Grant to invest in new equipment. Many

process improvements, capital improvements, and heavily involved in culture

change.

Buckeye Shapeform - Columbus, OH

2011 - 2012

Director of Operations

Responsible for daily operations including Safety, Production, Maintenance,

Shipping and continuous improvement of a multi-faceted (Stamping, Deep draw

technology, Plastic extrusion, Enclosures) manufacturing facility.

Improved On-Time Shipping from 70% to 97% in short time span. Plant Direct

Labor Efficiencies made significant gains. Plant-wide Safety at "best-ever"

levels.

Business Consultant - Columbus OH

2009 - 2012

Currently working with several clients to improve overall Safety

Performance and compliance to OSHA regulations in Ohio, West Virginia, and

Kentucky. Developing and writing procedures that are OSHA compliant in

critical areas.

Tegrant Corporation - Marion, OH 2006 - 2009

Operations Manager

Achieved a dramatic turnaround, catapulting contribution margins-which

were averaging less than 6%-to 14% in 2006, 16.5% in 2007, 24.5% in 2008,

and 29.8% in 2009.

Oversee daily operations of packaging company including team leadership,

workflow allocation, inventory management, safety programming, quality

control, and P&L monitoring for a manufacturing facility generating $13M

in annual revenue. Cultivate positive management-employee relations,

ending a pattern of corruption throughout the facility through diligent

leadership of 60 associates. Recruit and train maintenance and production

staff, ensuring hire of quality personnel and termination of poor

performing workers.

Selected Contributions:

. Controlled costs, reducing scrap at least 50% through enhanced

production training and reducing utility consumption by 20% for cost

savings of at least $600,000.

. Reduced raw material and finished goods inventory 42% through lean

scheduling practices.

. Thwarted grievances, taking the operation from 15+ grievances

filed/month to only 5 in 3 years, by discussing contractual

compliance and cultivating mutual respect.

. Decreased safety incidents from 6/year to fewer than 1/year, through

enhanced safety and awareness training and a focus on heightening

team-wide accountability.

. Guided the achievement of ISO and TS certifications, implementing

processes, systems, and quality and safety programming to ensure

compliance with stringent requirements.

. Cut press downtime by implementing a robust preventive maintenance

program and hiring skilled maintenance personnel able to identify

potential issues before they impacted production.

S&G Manufacturing, Inc. - Hilliard, OH 2004 - 2006

Director of Operations

Spearheaded continuous improvement planning and implementation, achieving

20% cost reductions and reducing lead times by an average of 10%.

Directed a team of 100+-in both wood and metal shops-involved in the

manufacturing and engineering of foodservice equipment for such clients as

Wendy's and Tim Horton's. Reorganized teams into targeted workgroups and

mapped processes to increase efficiencies and plant-wide effectiveness.

Selected Contributions:

. Fostered collaborative, communicative management-staff relations,

diagnosing issues on arrival, diffusing volatile situations,

listening to grievances, and correcting longstanding concerns.

Avoided unionizing attempt which management thought was eminent.

. Solicited input and ideas-for the first time-from production staff

on best practices, process improvements, and efficiency enhancement,

cultivating relations and empowerment.

. Reduced custom fabrication turnaround time by reorganizing

scheduling and capitalizing on opportunities to achieve time-saving

efficiency improvements.

Independent Contractor - Columbus, OH 2001 - 2004

Consultant

Turned around the performance of a manufacturing company, established an

in-house sales department, and orchestrated the startup of an entirely new

division for a concrete company.

Teamed with clients, of startup and established organizations, to develop

and execute reorganization plans, targeted growth initiatives, and

continuous improvement programs. Conducted gap analysis to identify

barriers to goal attainment and developed actionable plans to generate

desired outcomes.

Selected Engagements:

. Created a new division from the ground up for a concrete company;

developed business and marketing plans, managed capital acquisition,

and designed P&L tracking.

. Captured new business for an industrial fabricator by laying the

groundwork to pursue DoD contracts, working toward ISO

certification, and eliminating a division to increase efficiencies

and top- and bottom-line performance.

. Established an in-house sales department for a startup high-tech

coatings company, providing a focused business development and

relationship management team.

Mettler-Toledo, Inc. - Columbus, OH 1988 - 2001

General Manager (1996-2001); Plant Manager (1994-1995); Operations

Manufacturing Manager (1992-1994);

Quality Assurance Manager (1991-1992); Plant Superintendant - Second Shift

(1988-1990)

Grew local business 277% from $18M to $50M while holding full P&L

responsibility for a global manufacturing center, increasing gross margin

to 29% and inventory turns from 10 to 16.8.

Designed and executed startup and ongoing operations plans for steel

fabrication plants in Ohio, Mexico, China, India, Europe, and South

America. Opened new facilities, administering multimillion-dollar capital

expenditure programs. Managed the performance of 175 associates, fostering

an environment of continuous improvement. Facilitated more than 300 self-

administered product audits each year and utilized quality-at-the-source

throughout the facility.

Selected Contributions:

. Reduced warranty costs from $1M to less than $60K, increased turn

rate 68%, and improved profit 48.5% by implementing aggressive

continuous improvement and quality programs.

. Increased on-time deliveries to 99%+ and reduced lead times for 150+

products, by streamlining workflow, increasing equipment uptime, and

focusing on service.

. Contributed to 8 new products being developed in just 8 months

through initiation of the "Silver Bullet" program to energize

product development efforts.

. Developed more than 20 individuals to receive leadership positions,

providing group and 1:1 coaching and mentorship to maximize each

team member's potential.

. Cut safety recordables from 42 to 4 incidents annually through

enhanced safety programs, employee awareness, and team-wide

accountability.

. Initiated the development of a video-based facility tour, directly

impacting sales results as reps were able to show potential

customers the world-class facility, quality control processes,

shipping and logistics areas, and the customer service and support

infrastructure.

. Authored a first-time quality manual to fulfill ISO certification

requirements.

Education & Professional Development

Master of Business Administration

Bachelor of Science in Business Administration

The Ohio State University - Columbus, OH

Six Sigma Black Belt

The Ohio State University - Columbus, OH

Leadership Development Training

Center for Creative Leadership - Greensboro, NC

Marketing Strategy and Planning

University of Chicago - Chicago, IL

ISO Certified Auditor

OSHA Certified Safety Inspector

Significant coursework in the areas of: Quality Control - ISO9001,

TS16949, AS9100, Human Resource Management, Safety, Global Management,

Customer Driven Manufacturing, Change Management

Professional Affiliations

Member, Lean Enterprise Institute

Past President, The Fisher College of Business Alumni Society

Former Board Member, Center for Excellence in Manufacturing Management

Former Board Member, Center for International Business, Education, &

Research (CIBER)

Mentor, MBA Corporate Mentoring Program (11 years)

Assistant Varsity Baseball Coach, Dublin Jerome High School

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