Patrick M. Johnson *** First Parish Road ( Scituate, MA 02066
***- ***-**** ( ********@***.***
Executive with proven success in operations, P&L, supply chain management,
lean manufacturing, and new product development.
Led $100+ million manufacturing operation to $18 million profit, 30% over
$14 million goal.
Spearheaded 25% capacity increase over 4 months to facilitate rapid growth.
OBJECTIVE:
Seeking a senior manufacturing executive position within a progressive
organization; offering professional growth, opportunities for advancements,
and dedicated to operational continuous improvement through lean
manufacturing.
PROFESSIONAL EXPERIENCE:
Rapid Machining Inc., Nashua, NH
$29 million contract manufacturer for defense, aerospace, industrial, and
medical
VP of Operations (6/13/14-Present)
. Full P&L responsibility for start-up machining and assembly operation.
. Increased revenue through operational efficiencies above breakeven
within first 4 months
. Transitioned plant to 24/7 four shift operation, and relocated to new
facility.
. Expanded machining capacity, increased machine utilization from 65% to
95%.
. Expanded staff across all disciplines, implemented shop floor control
and scheduling system
. Reduced machining cycle times by 50%, tripled capacity over 6-month
period.
SIG SAUER, INC., Exeter, NH
$500 million firearms manufacturer for sporting goods, law enforcement, and
government
Director of Operations (1/13/07-1/17/14)
. Managed all aspects of multi-site operation during high growth from
$60M to $500M over seven-year period.
. Full P&L responsibility for operations, $50 million in inventory, and
direct all aspects of 350 person manufacturing operation.
. Stabilized production to consistently achieve revenue and profit
targets.
. Improved supply chain flow, reduced component lead-time from 45 days
to 10 days, reducing WIP by $5.5 million.
. Applied lean techniques across all manufacturing departments,
implemented operational metrics and improvements.
. Restructured production control department, lead implementation of
standardized processes, and report development.
SMITH & WESSON COMPANY, Springfield, MA
$300 million firearms manufacturer for sporting goods, law enforcement, and
government
Manufacturing Business Unit Director (6/13/05-12/31/06)
. Key member of turnaround team, full P&L responsibility for business
unit.
. Quickly stabilized internal and external supply chain, increased
production by 300% during first year.
. Reduced scrap from $12k per week to $3k per week; reduced consumable
tooling spending by 50%.
. Restructured plant layout, implemented cellular manufacturing in
machining and assembly departments.
. Executing three year capital investment strategy supporting aggressive
business growth and product development.
. Replaced MRP with pull system for component manufacturing, increased
inventory turns from 5 to 8.
. Implemented continuous improvement activities across business unit,
targeting $1.5 million in savings.
FERRAZ SHAWMUT, INC., Newburyport, MA
Circuit Protection Group, $100 million manufacturing business unit
Director of Manufacturing (10/1/00 - 6/11/05)
. Developed strategic plan for 3 sites in US and Mexico. Managed 750
employees through 5 direct reports.
. Consistently met P&L targets during economic downturn through
effective operations/inventory management.
. Quickly resolved customer service crisis by reducing $1.6 million in
backorders during initial 3 months in position.
. Improved on-time performance from 85% to 97%, earning preferred vendor
status.
. Reduced standard cost 7.5% by implementing lean manufacturing and six-
sigma; saved $750k annually by trimming direct labor.
. Reduced total inventory 26%, from $18.3 million to $13.5 million, in
anticipation of economic downturn.
. Spearheaded divisional cost reduction initiative, reduced VME and FME
by $3.5 million over two year period.
. Applied lean material management strategy across supply chain,
outsourced non-core component manufacturing, established supplier pull
system, implemented raw material JIT replenishment and consignment
inventory program.
. Involved in 2 union contract negotiations teams, in both cases
achieved win-win results with no work stoppage.
. Leading conversion to new 3PL warehouse project to save $700k in 2004
while improving service level 300%.
. Reversed 6-month delay to complete critical project on time; retooled
Mexican plant, impacting 30% of all products.
Plant Manager (2/1/99 - 10/1/00)
. Directed all aspects of 240 person continuous manufacturing operation
in high-pressure, service intensive electrical market.
. Successfully manage P&L targets supporting operating budget, labor,
quality, capital budget, and inventory levels.
. Increased production capacity in US and Mexico operations; improved
customer service and exceeded profit targets.
. Facilitated $14 million sale of product line by addressing outstanding
issues and completed critical project on time.
. Completed numerous lean manufacturing projects improving, plant
logistics, cellular manufacturing, interplant pull system, raw
material supply chain, component inventory turns, and reduced
divisional cost by $1.3 million.
. Played key role in successful sale of business and subsequent merger
in support of corporate objectives.
Manufacturing Engineering Manager (8/5/96 - 2/1/99)
. Integrated advanced manufacturing and mechanical engineering into 18-
person department with $2 million budget.
. Overcame inherited 5-year backlog; completed 25 projects in just 2
years, regaining competitive position.
. Key player in joint North American / European development of $3.8
million fully automated assembly/component tooling system;
collaborated with engineers in Germany and Spain for successful on-
time completion.
. Developed numerous assembly cells, semi-automated and manually
assembly; transferred 12 assembly lines to Mexico facility.
. Managed multi-location capital budget, leveraged $2.5 million capital
investment to reduce cost and improve on-time delivery.
Manufacturing Engineering Group Leader (10/5/95 - 8/5/96)
. Restructured engineering department and streamlined new product
development process. Managed staff of 10.
. Created new product development Manufacturing Engineering Department;
recruited engineering professionals, developed technical skill
necessary for supporting product development objectives.
. Implemented pre-production area for assembly cell development, tooling
qualification, pilot runs, and initial production.
. Develop procedures for product costing, tooling development,
manufacturing strategy, and equipment specification.
. Heavily involved in product DFM, tool design, FEMA, equipment
selection, assembly cell design, and production integration.
ROCKWELL AUTOMATION / ALLEN-BRADLEY COMPANY, Chelmsford, MA
$95 million electronic manufacturer specializing in presence sensing
technology
Senior Manufacturing Engineer (10/1/91 - 10/1/95)
. Promoted to play key role in product development, coordinated up to 5
teams that designed technology to meet market needs while delivering
solid profit margin. #2 out of 150 R&D teams competing for Chairman's
Award.
. Instrumental in design of new product that yielded $9 million in
incremental sales and 65% gross margin.
. Delivered 2 new technologies within tight schedule, resulting in $5
million additional revenue.
. Mechanical team leader responsible for developing manufacturing
strategies; spearhead DFM issues, quality, cost, and schedule.
. Direct manufacturing engineers in developing tooling, equipment, cell
layout, process documentation, and pilot run activities.
. Responsible for selecting piece part fabrication approach, tooling
investment decisions, and vendor selection.
. Coordinate transfer of mature product lines from pilot facility to
domestic and offshore production facilities.
. Visit automotive customers, gained product application knowledge,
gather product concerns, define new product needs, and benchmarked
product against competitors.
Manufacturing Engineer (6/20/88 - 10/1/91)
. Justified and implemented manufacturing process cost reductions,
$275,000 for FY89-FY90
. Completely re-tooled acquired snap switch product lines; addressed
component tooling and assembly tooling issues.
. Project leader for developing fully automated test equipment,
developed technical requirements, managed capital budget, and
communicated project milestone progress to management.
. Analyzed and solved daily production floor issues, implemented
statistical process control and trained assembly associates.
. Supervised facility tool room, implemented scheduling system, and
managed budget.
ARK-LES SWITCH CORPORATION, Watertown, MA
$50+ million manufacturer of switches for appliances, automotive and other
industries
Manufacturing Engineer (4/1/87 - 6/20/88)
. Responsible for solving daily assembly issues: material, tooling, and
equipment.
. Determine disposition of nonconforming molded and stamped components,
resolved supplier issues, initiate corrective action.
. Justified and purchased capital equipment for productivity and quality
improvements.
. Established line balancing; set production labor rates based on time
studies, and wrote standard operating procedures.
. Supervised two in-process inspectors; performed process capability
studies, and implemented SPC (pre-control).
EDUCATION:
MBA, Finance, Northeastern University, May 1999
BS, Manufacturing Engineering, Rochester Institute of Technology, February
1986