Manager Customer Service

NICK CAGGIANO

***** ******* **** *****, ******** 41091 859-***-**** acqbm6@r.postjobfree.com

OPERATIONS / MANUFACTURING EXECUTIVE: DIRECTOR, GM, VP

Deliver Operational Excellence through Lean Manufacturing principles. Drive improvement through safety, quality,

process control and material optimization with a focus on teamwork and communication.

Financially Capable with proven ability to reduce costs and increase bottom line results. Proficient in budgeting and

capital planning with multi-plant P&L and Joint Venture experience.

Technically Adept with an engineering background and the ability to quickly assess processes, identify opportunities

and solve problems. Multi-million dollar facility planning and project management experience.

Diverse Background with proven success and advancement in multiple industries: chemical/minerals, building

materials, textile and automotive. Demonstrated ability to work productively across various supply chains and with

various governmental agencies.

P&L • Budgeting • Multi-Plant Operations • Lean Manufacturing • Continuous Improvement • Turnaround

Environmental Health & Safety • Quality • ISO • Equipment & Materials Management • Inventory Control

Team Building & Development • Project Management • Capital Expenditures • Facility Planning • Cost Reduction

SELECTED ACCOMPLISHMENTS

Increased site EBITDA by 34% over a five year period with stagnant sales. This was achieved in the face of stagnant

sales and increased raw material costs. Continual gains in profitability were realized through realigning manpower, process

efficiency increases, and equipment maintenance and reliability improvements.

Oversaw a Carmeuse Joint Venture Partnership to build a new $45M lime facility. Carmeuse entered into a Joint

Venture partnership to build the first lime plant in the State of Florida and expand market share in the region. As the Owner’s

Representative/Business Manager for the JV and reporting to the Board of Directors, effectively led a cross functional team

to design, engineer and successfully obtain all the environmental permits required for the new facility.

Improved site safety performance at Carmeuse by reducing Recordable Incidents by more than 60%. Focus applied

to identify and eliminate unsafe conditions, update and train on safety policies and procedures, and create an employee

driven Work Area Inspection Program. Engaged all site personnel in the improvement process. Achieved 1 year with zero

lost time accidents, the first time in the 43 year history of the site.

Restarted Knight Celotex facility within four months in wake of Hurricane Katrina. An 85 acre, 800,000 square foot

manufacturing facility outside New Orleans was devastated by Hurricane Katrina. Company lost 15-20% of workforce and

management team. Managed all on-the-ground activities of the $10M clean-up, rebuilding and facility start-up.

Saved $1.8M in multiple plant energy costs within six months for Knight Celotex. Energy costs, specifically natural

gas which was a major raw material cost of the company, were escalating causing huge budgetary variances. Facilitated a

cross functional team to address and determine how to reduce energy costs. Renovated gas dryers and adjusted drying

techniques, humidity ratios and balances. Realized over $500K savings from this single facility modification.

Increased Fleetwood Enterprises bottom line $355K through cost control, and increased labor efficiency 38%.

Special Work Action Team (SWAT) was established for plant turnaround situations. Assigned as part of a three-man team

to immediately improve operations of a facility. Introduced numerous safety and quality improvements, standardized

processes, and streamlined material flow systems. Initiated JIT materials management and training programs within three

months.

Slashed employee grievances 40% at new Knight Celotex plant in 1 years. Company purchased an old manufacturing

facility suffering from poor employee and union relations, including a labor strike 10 years prior. Improved employee and

union relations through up front conversations and fair and consistent actions. Completed significant physical plant changes

and renegotiated an amicable five year labor agreement.

NICK CAGGIANO PAGE 2

Improved safety index rating 70%, product quality 38%, and saved $360K in labor for Carriage Industries.

Coating/distribution facility was performing poorly. Assumed responsibility as Production Manager to improve performance.

Combined hourly jobs and realigned supervision on single continuous production line. Reviewed safety and quality

performance, tracked against goals and posted results. Identified problems, assessed skills and provided training.

Reduced required warehouse space 30% and finished goods inventory $10M for Knight Celotex. No systems or

controls were in place to schedule manufacturing, or control work-in-process and finished goods inventory. Developed

scheduling system based on history and strategic minimum/maximum/target data. Reorganized 400,000 plus square feet

of warehouses.

Enhanced cost effectiveness and quality of product leading to a 20% annual sales increase for Knight Celotex.

Company had been trying to develop new fiberboard asphalt dispersion technology for years. Assigned to product

development team and asked to lead project operations phase. Developed cross functional team. Incorporated new

technology into existing operations. Installed new equipment and fine-tuned product to meet customer’s specifications.

Produced and shipped product within eight months, regaining lost market share.

Realized $480K annual savings from quality improvement initiatives at Carriage Industries. Material defects were the

number one quality issue in the company. Developed and led cross functional team to address problem. Followed

systematic problem solving procedure and partnered with suppliers to identify new methods of detecting material defects.

Implemented new quality checks at beginning of process.

Reduced Lear Corporation’s overall inventory $14M while increasing overall inventory turns. Management team was

tasked with reducing inventory levels. Implemented JIT and Kanban systems in the manufacturing processes, closed down

an offsite warehouse and reorganized all in-house material storage systems.

CAREER HISTORY

Carmeuse North America, 2007 to 2015

Leading producer of high calcium and dolomitic quicklime, hydrated lime, special grade limestone, and crushed limestone

aggregates

Multi-Site Area Operations Manager

Managed three lime manufacturing facilities. Directed a staff of six with indirect responsibility for 120 associates. Held

full P&L for $76M operating budget.

Business Manager/Project Leader

Oversaw the business evaluation, design, engineering, and permitting analysis for a $168M facility expansion project

and managed a Joint Venture Partnership for a new $45M lime facility.

Site Operations Manager

Directed one of the largest lime manufacturing facilities in the company consisting of multiple kilns, a stone processing

operation, a lime hydrating plant and a 3M+ ton per year underground limestone mining operation. Managed a $64M

operating budget with 6 direct reports and indirect responsibility for 200 associates.

Increased site EBITDA by 34% in five years with stagnant sales during the period

Improved site safety performance by reducing Recordable Incidents by 60% and was successful in getting the

facility removed from an MSHA Pattern of Violation status

Corrected environmental air compliance deficiencies and developed systems to ensure future compliance

Knight Celotex, 2002 to 2006

A leading manufacturer of insulation sheathing, sound deadening and roofing fiberboard.

General Manager

Managed a fiberboard manufacturing facility including operations, customer service, logistics, engineering,

maintenance, accounting and human resources. Directed a staff of six with indirect responsibility for 120 associates.

Held full P&L for $24.2M operating budget.

Renegotiated a five year Labor Agreement with PACE Union.

Managed $10M clean up, rebuilding and start-up of an 85 acre, 800,000 square foot manufacturing facility after

Hurricane Katrina.

Coordinated the plant product development and product launch efforts for new Door Core product line.

Pivotal role on company Energy Taskforce Team to reduce energy costs. Realized over $1.8M in annualized

savings in less than six months and projected $2.5M within 12 months.

NICK CAGGIANO PAGE 3

Operations Manager

Recruited to direct all manufacturing, logistics, operations and customer service. Managed $10.7M budget and eight

direct reports with indirect responsibility for 75 associates.

Increased productivity 3%, reduced downtime 2% and reduced reject rate 68%

Spearheaded reduction of finished goods inventory by $10M

Reduced grievances 40% by improving associate and union relations.

Coordinated five month unpacking, installation and start-up of a Rikett Quartz tile flooring line.

Fleetwood Enterprises, 2000 to 2002

One of North America's largest producers of recreational vehicles and manufactured homes.

Production Manager

Directed manufacturing, quality and continuous improvement in two motor home manufacturing facilities. Managed

$18M budget and 18 staff with indirect responsibility for 638 associates.

Product Compliance Manager

Oversaw development, implementation, training and follow-up of the Product Compliance Program for 17

manufacturing and service facilities of the Recreational Vehicle Group. Member of the Quick Response and Special

Work Action Team (SWAT) for plant turn-around situations.

Saved over $355K during a three month SWAT assignment.

Continuous Improvement / Quality Engineer

Recruited to direct quality, continuous improvement and lean manufacturing efforts within five plants of the Motor

Home Group. Facilitated associate development and leadership. Created a formalized plant auditing and evaluation

process for quality and process improvement.

Carriage Industries, 1998 to 2000

A manufacturer of carpet for residential, industrial and manufactured homes.

Production Manager

Managed manufacturing and logistics operations for the carpet finishing facility. Directed $5.5M operating budget and

six staff with indirect responsibility for 100 associates across three shifts.

Reduced direct and indirect labor costs by $240K and $120K respectively in less than five months.

Reduced the annual safety incident rate from 9.58 to 2.71.

Quality and Continuous Improvement Manager

Recruited to initiate methods to refine and standardize quality control procedures at three manufacturing facilities.

Developed and maintained the QP3/Continuous Improvement (Kaizen) Schedule. Directed Tufting Quality Control

Lab during a three-month assignment. Provided Continuous Improvement training, guidance and support. Managed

$500K budget and five direct reports.

Lear Corporation, 1996 to 1998

A leading global automotive parts supplier.

Manufacturing Manager

Managed production, quality and material flow while controlling inventory levels, material variances and waste

reduction. Improved processes and resolved quality issues. Directed six Manufacturing Team Leaders and 130

production associates.

Team Leader

Managed a staff of 40. Administered production, quality and material flow activities. Conducted safety audits and

accident investigations. Conducted training on 7S (5S), Visual Management, TPM, JIT, Kanban, Kaizen events and

Ergonomics. Ensured compliance with QS 9000 and OSHA guidelines.

EDUCATION

BS, Industrial Engineering, W est Virginia University

Advanced Leadership Training: Dale Carnegie, Situational Leadership, Center for Creative Leadership

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