Customer Service Manager

Jonathan P. Neeld

**** ****** **** • Bellefontaine, Ohio 43311

937-***-**** (h) • 937-***-**** (c) *******@*****.***

Business Operations Professional

Solutions-focused and innovative professional commanding more than 18 years of experience impacting operational excellence and corporate profitability of diverse manufacturing organizations through expert orchestration of initiatives to achieve financially-driven results. Skillfully facilitate business turnarounds, increase revenue generation, and implement cost-reducing initiatives and processes. Cultivate productive relationships with internal staff as well as vendors and customers. Exhibit strong communication abilities, along with skills in problem solving, lean process improvement, and cross-functional team guidance and motivation.

Areas of Excellence

Lean Implementation • 5S Training • Cost Reduction • Profit & Loss

Quality Assurance • Presentation Skills • Post-Sales Support • Interviewing

Customer Service • Computer Skills • Vendor Relation • Metric Reporting • Six Sigma Certified

Professional Experience

Rose City Manufacturing • Springfield, OH December 2011 - Present

The McGregor Metalworking Companies offer a variety of metalworking specialties with a strong reputation for supply chain integration, quality, dependability and integrity. ISO & TS-16949 certified. Some capabilities include: Metal stamping, metal spinning, machining, robotic welding, assembly tool & die design and manufacturing.

Plant Manager

•Full P&L

•Lean Implementation - including 5S, Kanban, Gemba boards, daily walkabout, changeover reduction

Quality ISO management including internal audits

•Safety improvement – 13 OSHA recordables down to 1 OSHA recordable each over last two years

•External quality PPM improvement from over 4,000 down to less than 200 over 3 years

•Systems development and documentation (Scheduling, PM, Safety, Training)

•Cost control

•New program launches involving new capital equipment and asset relocations

Superior Fibers • Vanceburg, Kentucky; Shawnee, OH April 2011 - August 2011

Superior Fibers operates six facilities and employs approximately 500 people in 4 states with three regional offices strategically located from coast to coast as well as two international offices located in the United Kingdom.

Unit General Manager - Composites

•Full P&L

•Lean implementation - Implemented KPI boards throughout facility and utilized to develop Pareto charts and action plans to work on vital few opportunities coming from processes.

•Quality ISO management

•Union and non-union labor management

•5S implementation - Put together training presentation and performed training with plant teams, focusing on maintenance and forming areas to improve department organization and cleanliness to prepare for engineering projects and future capital investment.

Jonathan P. Neeld

Page 2 • 937-***-**** (h) • 937-***-**** (c) • *******@*****.***

Ryan Logistics • Marysville, Ohio June 2010 - March 2011

Transportation and logistics company in midwest region of U.S. Privately held company generating $13M in annual revenues.

Operations Manager

•Implement 100% use of dispatch software

•Implement kanban tracking system for truck/driver assignments

•Assigned leadership role for implementing and training new Qualcomm truck installations

•Development of metrics for dispatch team for tracking and achieving continuous improvement

•Overall continuous improvement of operations area via automation of manual operations, EDI implementation, productivity improvements and elimination of waste

AMERICAN TRIM • Wapakoneta & Sidney, Ohio 1999-2009

Manufacturer of decorated metal stampings for appliance distributors, such as Whirlpool, Maytag, and Electrolux. Employs 800 across 7 locations and generates $120M in annual revenues.

Plant Manager (2005-2009)

•Wapakoneta - Provided profit and loss accountability for 3 Ohio facility locations with 5 combined shifts of operation and total revenues of $20M. Led team of 87 in non-union setting focusing on safety, quality, and cost control. Assisted with closure operations as needed.

Decreased year-over-year scrap $240K (30%) via implementing reduction objective and tracking daily activities to determine where scrap is generated and identify where to concentrate efforts.

Elevated gross margin from -25.5% to +12% within 12 months in role through initiating cost reduction methods; broke even after 5 months and began indicating positive performance.

Accomplished $30K in savings annually and improved workflow by introducing 5S methodologies in shop areas, eliminating need for outside contractor to clean work areas.

Launched $1M worth of cost reduction projects from October 2008-2009.

Achieved 50% material cost variance reductions in 10 months through creation of improvement team.

Improved labor costs 20% by corresponding labor with demand and implementing “7-week demand” report tool to balance labor with future demand.

•Sidney - Directed 5-member team advancing plant profitability with spotlight on customer service and product delivery timeline. Oversaw profit and loss for $70M facility. Evaluated and implemented efforts to improve employee safety record.

Boosted American Trim Safety Index (ATSI) 43%, from 13.24 to 7.61, following assertive employee safety campaign, including work area safety audits to identify and resolve issues.

Jonathan P. Neeld

Page 3 • 937-***-**** (h) • 937-***-**** (c) • *******@*****.***

Reduced year-over-year scrap for total of $1.5M between 2006 and 2008 through organizing scrap teams and utilizing Pareto principle to delineate team priorities.

Yielded $1.5M inventory reduction in 2007 via coordinating with scheduling team to improve finished goods and WIP; established goals, prepared plans, and reorganized order quantities.

Production Manager (1999-2005)

Controlled plant operations across 3 shifts in screen printing and press room; led team of 6 shift supervisors as well as 3 engineers and 3 technicians in plant engineering and color ink lab. Facilitated training for hourly workforce via technical trainers. Maintained off-site facility in Tulsa, Oklahoma. Supported product launches and projects assigned by plant manager.

Spearheaded downtime reduction initiative, realizing $100K in annual savings; formed cross-functional team to develop solutions for downtime within new department.

Played key role in delivering $200K in annual savings by implementing product conversion, eliminating step in screen print process line.

GLACIER DAIDO AMERICA • Bellefontaine, Ohio 1989-1999

Supplier of motor vehicle parts, with over 22,000 employees and $8.1B in annual sales.

Production Manager (1997-1999)

Oversaw inventory, production schedules, quality, and delivery performance in UAW facility. Ensured appropriate staffing levels were maintained to achieve objectives. Coordinated with vendors to reduce lead times and provide quality customer service. Developed projects to improve business and minimize costs. Cultivated relationships with key vendors to determine lead time constraints and initiated safety stocks on major items. Implemented Kanban system for items with level demand to prevent stock outages. Conducted JIT training for plant associates.

Education & Professional Development

Bachelor of Business Operations, Cum Laude Green Belt Certified DeVRY Institute of Technology, Columbus, Ohio ExpertRating

Master of Business Administration Coursework Situational Leadership II, Ken Blanchard

University of Phoenix

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