Customer Service Supply Chain

Joe Patterson

St. Louis, MO 314-***-****

LinkedIn: www.linkedin.Joe Patterson acrnch@r.postjobfree.com

Summary

Operations Executive with diversified experience in Operations, business development, and profitability in all aspects of Supply Chain, Technical, Distribution, and Customer Service within manufacturing environment. Demonstrated leadership in change management, continuous improvement, and profitability for operational income. Ability to develop and train cross functional teams and build solid internal/external customer relations. Additional expertise: multi-site and multi-discipline management, budgeting, capital planning, procurement, Systems Implementation, Lean Manufacturing Principles, distribution, and health/safety.

Professional Experience

Alpine a Division of ITW Building Components Group, St. Louis, MO 7/2010 to 8/2015

Director of Operations

Directed manufacturing operations including 4 manufacturing facilities, supply chain, operational planning, materials flow, customer service and 6 distribution locations. The manufacturing operations were made up of steel stamping, roll forming and capital equipment assembly.

Collaborated with other groups to increase operational income by more than 11% from 2011 through 2014 by reducing costs, consolidating facility footprint, improving inventory, and developing sustainable management practices.

Worked with the operations team leaders to improve inventory months on hand by 34% and reduced slow and obsolete inventory by 400% through supplier development, Kanban systems, and other internal ITW inventory planning and management tools.

Led the procurement team to developed suppliers, reduce costs and improvement our inventory position.

Restructured the capital equipment manufacturing process and team to reduce costs and helped improve its operational income by more than 15% over a two-year period.

Created and executed plans to reduce the manufacturing facility footprint Led the by 2 locations (80K square foot reduction or 32% less space). The reduction created better utilization of assets and created a savings of greater than $1.2M through facility consolidation.

Initiated and implemented plans to internalize our roll forming operation that created more than $2.2M in operational income while maintaining excellent customer relationships.

Created KPI dashboards along with growth monitoring systems to track our changing market. These systems gave us the ability to react and plan changes within our system.

Emerson – Industrial Motors and Systems, St. Louis, MO 11/2007 to 7/2010

Director of Strategic Operations

Responsible for working with St. Louis Corporate and 3 motor manufacturing facilities throughout North America. Guiding these facilities in complexity reduction, process improvement, capital spend, new product development, outsource planning, and project implementation.

Teamed up with the Finance, Facilities, and Marketing departments to help in developing the annual 5-year plan and establish the next fiscal years.

Communicate performance and status of facilities and projects through board presentations.

Developed a capacity planning method to guide the purchase of future assets, and assist the facility in it’s ability to take on new business. The results of this planning model has allowed us to bring in multiple million dollar orders in times we were not sure it could be done.

Helped lead a facility through disaster recovery after the facility was hit by an F3 tornado. The facility was back to partial production in 5 days and up to full production after 13 days. After the restart, we reshaped the facility to be more productive by improving the layout and process flow.

Joe Patterson Page 2

Huttig Building Products, St. Louis, MO 6/2006 to 10/2007

Regional Operations Manager

Tasked with managing operations of 12 branches throughout the Midwest. Driving process improvement, cost reductions, regional consolidations, and standardization of processes.

Collaborated with cross-functional managers in the layout and moving of the Columbus branch. The move stayed under budget and was completed in record time.

Directed the Minneapolis and Grand Rapids facility consolidation and helped consolidate the Indiana group by moving the Fort Wayne facility to Indianapolis along with the St. Louis facility.

Led the Kansas City branch to improve on time delivery from 86% to 93%.

Developed and implemented plans to reduce monthly spending through better asset utilization.

Combined facilities and reduced inventory by over $1M and while improving labor costs.

Kemco Manufacturing, St. Louis, MO 10/2004 to 6/2006

Vice President of Operations

Responsible for all of manufacturing operations, including 16 salary employees and 46 hourly workers in a machine shop setting. This responsibility includes complete supply chain, budget planning, production planning and other P&L requirements.

Led the facility in a successful ISO 9001:2000 / AS9100 implementation.

During 2005 led the company to win the Department of Defense’s Nunn Perry award for operational excellence and Managing Automation’s Progressive Manufacturer of the Year.

Reorganized management staff to improve plant wide productivity by 11%.

Drove customer quality levels up to 99.6%.

Organized and led plans to improve on time delivery from 81% to 96%.

Aaron’s Automotive Products, Springfield, MO 3/2003 to 10/2004

Production Manager

Emerson Ventilation Products, Lenexa, KS 8/1998 to 3/2003

Production / Inventory Control Mgr. / Production Mgr. / Lean Business Leader

Emerson Specialty Motor Division, St. Louis, MO 1/1997 to 8/1998

Strategic Operations Planner

Emerson Specialty Motor Division, St. Louis, MO 1/1989 to 1/1997

Senior Application Engineer / Engineering Technician

Education

Master of Science, Engineering Management with Emphasis in Manufacturing,

Washington University, St. Louis, MO

Bachelor of Technology, Mechanical Engineering, Washington University, St. Louis, MO

Lean Champion, Productivity Inc., St. Louis, MO

Additional Training and Experiences:

Lean Champion / 80/20 Toolbox 5S training and implementation Kaizen Leadership

Kanban / MRD Poka Yoke Project management

TPM training and implementation Line Balancing / In Lining Employee development

SMED (Quick change tooling) Value Stream Mapping Process improvement

P&L Management Contract Negotiations Strategic Planning

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