NORMAN K. MACDONALD

Anderson, SC

acr8rd@r.postjobfree.com

Mobile: 1-864-***-****

Manufacturing and Operational Leadership

A convincing and collaborative leader with a demonstrated ability to develop, build and lead high performance manufacturing and operating teams in successful new product category launches, develop and install new manufacturing technologies, upgrade existing manufacturing and operational processes, initiate and lead Lean Six Sigma quality and cost reduction improvements that consistently reduce operational costs throughout diverse business units. Recognized for helping to establish and executing on a 5 year expansion plan; groups achieved 300% division growth in less than 4 years while increasing net operating profit from 12 – 16% capturing sales expansion into new OEM markets, assisting in targeting market share opportunities and expanding and renovating existing manufacturing and supply chain execution.

U.S. & Asia Manufacturing Product Development Sales and Merchandising

Assembly/Automation P&L/Budgeting Sourcing/Supply Chain

Lean/Six Sigma Engineering Strategic Planning

Profit Consulting LLC, Anderson, SC. Current

Provide strategies and solutions for startup and established businesses, domestic and Asian manufacturers to expand their market share and profitability. Establish accountability and deliverables to meet business plan execution in developing sales, marketing, new products, best in class quality, margin targets, and supply chain execution.

Power Plus Products, North America, Anderson, SC 2009 -2010, returned 2012-2013 March

Startup venture with Nortek Products Limited - China, Norwood Industries and Power Plus Products - Hong Kong.

Operations Leadership. Initiated and led the North American business development for China and Hong Kong companies to expand the manufacturing of their products in China and expand the distribution of their products in North America. Directed the engineering and product development groups on product expansion and led the sales and marketing of their products directly to major retail chains and OEM’s in North America.

Coached U.S. and China engineering and product development groups in the development of strategic new product lines to maximize companies’ manufacturing strengths to enter synergistic new product categories in U.S., Canada, and European and Latin America markets.

Reduced returns over $5M. Updated quality process control systems in Asia manufacturing and procurement. Developed new product designs and re-engineered performance metrics for existing product categories. Led these product development efforts with U.S. based design engineering firms.

Conducted competitive market analysis, improved retail store price point positions by 12% improving consumer value and customer product satisfaction while improving margins over 7%.

Created business plan and the foundation to engage with U.S customers. Sales and marketing efforts opened the door for direct FOB programs with large retail chains. Led line reviews and selling strategies with U.S. and Canadian DIY retail chains for direct import programs, category price point options, and increased market share opportunities.

Delta Power Equipment Corp, Anderson, SC 2010-2012

U.S. Machinery Manufacturer established in 2010. Former Delta Machinery Corporation.

Senior Operations Manager

Performed due diligence and co-led the asset and trademarks acquisition of Delta Machinery from Stanley Black and Decker. Challenged to select a new manufacturing site, develop and created a new manufacturing team, moved all assets to new locations, reduced manufacturing costs, and established a fully functional new operational business to ensure an uninterrupted supply of product to a multi-national dealer network.

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Led, with the President-CEO and outside council, fast track due diligence to complete acquisition in 90 days. Forecast market trends, risk assessment, competitive hurdles, expand product offering. Capitalized in developing opportunities for overhead and direct labor reductions, competitive risk assessment along with 1 and 3 year budgets.

Successfully created and implemented all operating policies and procedures for engineering, quality, product development, maintenance, manufacturing, distribution, purchasing HR, IT and cost accounting. Hired and trained all operational staff and directed the entire plant move. Developed cross functional deliverables between teams for the efficient preparation and setup of the new manufacturing facility in Anderson, South Carolina from Jackson, Tennessee.

120 days from acquisition the facilities and manufacturing plant were in full production. Simultaneously outlined and led the preparation of the new facility infrastructure, product flow, and equipment layout.

Reduced manufacturing OH cost by 51% and DL 18%. Led team in implementing Lean Six Sigma process controls, cost accounting accuracy, and streamlining the ERP/ MRP Intuitive mapping systems.

Techtronic Industries, North America, Anderson, SC 2003-2008

A $1.2 billion division of Techtronic Industries, a Hong Kong based $3.5 billion global corporation specializing in the design, development, manufacture and distribution of outdoor power equipment, floor care and power tools. Brands include Milwaukee, Ryobi, Ridgid, Homelite, Dirt Devil, and other national OEM brands sold globally. Primary objective; improve product quality, manufacturing effectiveness, and on time delivery for global operations.

Senior Operations Manager – Hardware Group North America, China Outdoor Power Group:

Led both China and U.S. outdoor products manufacturing, quality & supply chain groups. Reporting structure: 3 separate Division Presidents as well as a Hong Kong Board member. Provided direction and leadership for multiple sites in two countries; 17 direct reports, and 2,650 member staff. Engaged in building, mentoring, and motivating cross functional global operation teams in highly technical, precision manufacturing and assembly operations that shipped products globally:

Directed the China outdoor products manufacturing reorganization to strategically improve product quality, fill rates and on time global delivery across all operations while driving multiple continuous improvement programs in manufacturing, supplier quality assurance, procurement, and supply chain.

Consolidated 4 China manufacturing factories into 3 while increasing capacity. Improved factory efficiency 30%; reduced VOH 16% and FOH 2%. Established cross functional deliverables for quality, engineering, and procurement teams; achieved peak season production 50% above expectation - captured highly successful $140,000,000 seasonal new product launch opportunities in North America and Europe.

Led the U.S. manufacturing launch of $85,000,000 annual new product category expansion. Group met all marketing and engineering design requirements, testing-product validation, U.S. and Asian vendor qualifications (PPAP). Combined and led U.S. and Asian global procurement, CAD and quality programs.

Improved China machine shop equipment utilization 40%, saving $800,000 annually establishing key measurement metrics and process controls. Improved JIT delivery effectiveness reducing inventory $12M.

Achieved successful implementation of Oracle ERP/MRP systems. Implemented internet shared database for global engineering groups including document control/CAD systems. Developed/expanded new China EPA compliant emissions and testing labs, increasing throughput 100%, helping to reduce global product development validation and timelines by over 50%, compliance - validation - verification of EPA/CARB.

Senior Operations Leader: Initially recruited to lead 3 U.S. operational groups; power tool manufacturing, outdoor products manufacturing, and the factory reconditioning business as well as the quality, procurement, distribution and logistics groups.

Increased capacity 100% ($60-$120M) by leading the reorganization and facility move of the company’s returns, refurbishment and reconditioning businesses. Redesigned and modernized facility lay out, established effective record keeping and data collection, reorganized engineering and quality inspection protocols; tear down, root cause analysis, cleaning, rebuild, audit, re-pack, and logistics activities.

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$4,000,000 improvement in manufacturing net operating profit for first 6 months. Restructured machining and assembly operations. Mentored teams to establish key performance metrics that focus on accurate demand planning, process flow improvement, quality control effectiveness, and to chart and minimize down time and component out of stocks in all processes. On time delivery increased from 62% to 97%.

Delivered $11,000,000 NOP above budget in year two by mentoring team to follow key performance metrics that constantly focus on the improvement of equipment and labor utilization with Lean Six Sigma based initiatives. Achieved a 24% increase in plant efficiency and reduced direct labor 32%.

Established and led a global product development team that integrated synergistic U.S. and China product development teams to work as a cross functional group. Mandated cross functional deliverables across engineering, quality, manufacturing, purchasing, and sales groups. Created executive reporting on all product development projects.

Watts Industries, Anderson Barrows Metals Corp, Palmdale, CA. Spindale, NC 1990-2002

Division General Manager: Held progressively more senior management positions: Purchasing, Manufacturing, Assembly Operations, up to and including Division General Manager.

Division achieved a 300% increase in business in less than 4 years. Designed and led the construction of 2 new buildings expanding both plastics and metals manufacturing capacity. Installed new manufacturing equipment, established a new in house engineering automation department, created new product development timelines that helped fuel market share gains with significant lower in house manufacturing costs.

60% reduction in labor. Increased floor space throughput 100%, reduced tooling costs 50% by facilitating the development of in-house engineering, automation and tooling departments. Building automation equipment and assembly cells in house combining Kanban, Kaizan and Lean Six Sigma methodologies that focused on consistent quality process controls, productivity throughput and labor reduction .

Reduced product cost 25- 40% and inventory by 65%, fueling a 30% year over year increase in the business expanding a new highly profitable product group. Directed the development and installation of multiple world-class computerized co-extrusion lines for the manufacture of LDPE, TPR, PVC braided tubing, and water supply line connectors. Included metal and nylon hose braiding, and 24/7 injection molding manufacturing departments. All equipment ROI in less than 18 months. Expanded production from 100,000 pounds to over 1,000,000 million pounds of raw material per month.

Acquired a small screw machine shop. Developed new team and expanded manufacturing capabilities with new equipment and improved technology and process development; expanded business segment into being a leading U.S. manufacturer of brass flare, compression, hose, pipe fittings, valves, and water quality product components. 2 - 10 hour shifts, 100 hour week operation. Processed and machined in excess of 1 million pounds of metals and processed another 1 million pound of plastics per month.

EDUCATION BA – Business Management – Whitworth University – Spokane, Washington.

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