Manager Customer Service

Clinton Wall

***** ***** ******* / ***, ** *****

260-***-**** / **********@*****.***

Nov 6th, 2015

Re: Plant Manager

To Whom It May Concern:

Please consider this letter as application to the Plant Manager position. I am currently the Director of Operations with National Recreational Systems, one of 11 companies under PlayCore’s umbrella. The Board of Directors has just informed me that we will be closing the Fort Wayne Plant and consolidating our product in Florida. I have their full support and references to start looking for another career opportunity since there is already a Dir of Ops in place there. PlayCore would like fore me to stay with the company if something was to become available, but currently, there are zero openings for a Director or higher position.

The expertise that I can provide will focus on Safety, Quality, Cost and Delivery functions. I am a strong and decisive operations leader with excellent analytical, organizational, team building and planning skills. I have a reputation for complete focus on the mission-at-hand and a professional bearing that consistently demonstrates success. Whether challenged to develop and implement business strategies or to oversee cost containment for operational performance, I have exceeded company’s expectations and I would like to do the same for you.

I have my MBA and also a Green Belt for Six Sigma.

My career has been about developing and executing effective lean business enterprise strategies utilizing tools such as: 8D – root cause problem solving skills, management of cross-functional teams, developed and coordinated Lean/Six-Sigma Programs, 6-S strategies, efficient cell layouts, Value Stream Management, Toyota Production Systems (TPS), single/best piece continuous flow, Kanban/supermarket/point of use inventory delivery system, SPC, TPM, Supply Chain Management, Visual KPI Management, Critical to Quality and Success elements, and lead time reduction.

My achievements are in the following core areas:

Driving Safety Initiatives

Operational & Financial P&L Business Strategy

Continuous Flow and Efficiencies through Toyota Production Systems (TPS)

Strategy and Tactical Deployment

I welcome an opportunity to further discuss my qualifications and explore your specific needs and organizational objectives.

Sincerely,

Clinton Wall

Enclosure

Clinton Wall

15312 Lions Passage / Leo, IN 46765

260-***-**** / **********@*****.***

Operations/ Production/ plant management

Medical / Glass / Plastic / Iron Castings / Hydraulics / Fiberglass / Forming / Welding / Machining / Molding

Summary of Qualifications

Innovative manufacturing business manager with P&L oversight, skilled in leading by example and listening to the voice of the team to provide a safe environment with higher quality standards, quicker service, and lower waste. Proven ability to build, integrate, start-up and operate new processes and products. Expertise in:

Business

Strategy

Cost

Performance

Lean / 6 Sigma

Implementation

Strategic planner

Utilize P/L to monitor cost and increase profits.

Develop budget plan and manage operation within budget constraints.

4 primary targets; Safety, Cost, Delivery, Customer Service.

Coordinate supply chain and scheduling

Improved lead times and lowered costs through Supply Chain Management.

Toyota Production Systems (TPS)

Utilized Kanbans, Kaizens, supermarket, point of use inventory Concepts.

Safety Standards/Compliance

Professional Development

Masters of Business Administration

Indiana Wesleyan University

Bachelor of Arts

Wabash College

Certifications: Green Belt Six Sigma / RFID / Program Manager

Project for Green Belt was to implement inventory control and increase distribution efficiency – Solution – standardize inventory amount and use automation for delivery. Result – recommended changes that equaled $2.2M in savings over 5 years.

Knowledge and Studies: Tools for Continuous Improvement, Business Communications, Management, Conflict Management & Confrontational Skill, Supply Chain Execution and Planning, Mobile Hydraulic Technology Class, Advanced Medical Technology

Professional Career Progression

Director of Operations 2013 – current

National Recreation Systems / Fort Wayne, IN

Leader in aluminum bleacher manufacturing, custom design services and project management.

Oversee the company consisting of over 70 employees, HR, Engineering, Production and Purchasing Manager

Review monthly P&L Statements with the Vice President and General Manager for the Seating Business.

Created a culture of accountability and discipline through Strategic planning, implementation and team development.

$14 - $16M - Yearly Sales while continuous improvements have increased EBITDA 9% -2013, 11% - 2014, 16% - 2015.

Implemented design changes - increased throughput by 18%, lowered yearly labor expenses by nearly $150,000, saved over $75,000 annual in material costs and made it easier for the end user to build.

Increased Sales by through Direct Sales / On Line Strategic Planning. Agreements with U-Line, Grainger, McMaster Carr, and Lyons have all been reached. Set the ground work for Amazon and Ferguson in 2016.

Obtained Fabrication Licensing for the City of LA (LA DBS), DSA for the State of CA and the CWB to supply Canada.

Regional Project Manager 2011 – 2013

Superior Machine Company / Butler, IN

Repairs, replaces, rebuilds electric arc furnaces and continuous casting equipment for the Steel Industry.

Oversee Field Service Division of the company which now consists of 25 employees.

In charge of sales, buying, HR and daily responsibilities as manager.

Review monthly P&L statements and performance results with Owners in South Carolina.

SMCo last year did $32M in sales and the Field Service Division did just under $2.5M with the goal of $3M this year.

I have increased staff to the current level which has allowed sales increase ahead of pace by 41%. Current sales pace is $4.3M. Also looking to add field service reps in Texas, Colorado and Louisiana.

Stream lined production to handle the increased sales volume with current employee staffing.

CEO / President 2007 – 2011 (company sold and closed in June 2011)

Truck Engineering Ltd LLC / Fort Wayne, IN

Manufacturing dump truck bodies, hoists and military gates using Carbon, Stainless and Hardox steel materials.

Oversee the company consisting of 40 employees, buyer, sales and engineers.

Promote team concepts, coaching, and individual development. Driving accountability and results.

Review P&L statements and performance results with Investors.

Had opportunity to negotiate City, State and Federal Contracts.

Purchased a Hypertherm powered C&G plasma system to reduce cost, improve quality control and increase efficiency.

The plasma allowed TE to become more price competitive and controlled cost by Reducing scrap from 18% down to 3.7% and Saved over 21% by producing the parts internally.

Obtained state contracts for IL and WI - Increasing Sales by 33% to $1.8M in 2010 and projected $2.5M in 2011.

Stream lined production to handle the increased sales volume with current employee staffing.

Value Stream Manager 2003 – 2007

Parker Hannifin / Hicksville, OH

Hydraulic Valve Division; Industrial Segment servicing John Deere, Caterpillar, Joy, McNeilus and Heil

Oversee 5 departments – Union - consisting of over 85 employees, buyer, planner and 2 engineers.

Lead manufacturing functions to ensure operational efficiency and economy.

Manage Labor Reporting, Performance Reviews, NCMR, CAR, ECR, and accurate/current tracking metrics.

Review P&L statements and performance results with team for recognition of achievement and development

Lead performance to meet production, shipping and customer service goals and response to changed requirements.

Teamed with buyer and suppliers (via Kanban system) to initiate priority material buys in JIT environment.

Initiated freight consolidation and networked suppliers with production scheduling, Created supermarkets for 80% of production, reduced lead times from 12 to 3 weeks and improved ROS from 16 to 19%.

Key member in initiating Cellular and Continuous Flow in transformation of Open Center Department. Condensed 216’ conveyor line to 18’ production cell. Cell design runs 75% of total production, makes up 80% of sales and reduced labor from 26 to 20 employees. Additionally, decreased lates from $1.2M to under $150k, and improved On Time Deliveries from 67% to 93%, while increasing sales 25%, from $1.7 to $3M/monthly.

Set up FPY training to identify quality issues internally. Maintained continuous follow up, posted quality alerts and visual examples, reducing returns to < 10/month and increasing FPY to 98.8%.

Reviewed major safety infractions through perato charts and histograms. Department remained accident free from slipping (#1 cause of injury), saving $$ in workman’s comp benefits and loss time.

Production Supervisor 2001 – 2002

C & M Finepack / Fort Wayne, IN

Plastic Containers within food industry serving domestic and international companies.

Oversee 4 departments consisting of 65 employees, material handler and 2 tool set up operators.

Established weekly and monthly goals based on customer demand and implemented 5 S and Safety Procedures.

Held daily/weekly meetings to discuss safety topics and train employee’s proper use of tools. Reduced number of accidents in department from 7 to 0.

Created visual/written training programs for tool setters/operators showing sequence of projects. Decreased changeovers time from 1.5 to 45/minutes and lowered start up scrap in half.

Developed visual/written manual on troubleshooting each machine Improved production time 20%.

Supervisor 2000 – 2001

Guardian / Auburn, IN

Automotive glass and injection molding for automotive industry.

Oversee 40 employees; implemented and followed up with lean concepts and training.

Quality improvement team member; identified root cause and provided Poka Yoke solution. Worked with customers on quality verification. Increased quality standards and reduced customer complaints 10%.

Added recycles bins, rotating carousel and combined workstations. Reduced scrap and labor, saving > $350K.

Member of Safety Committee, Researched various PPE. Reduced accidents 4 to 1 per month.

Supervisor 1996 – 2000

Gold Shield / Decatur, IN

Fiberglass for recreational vehicle industry.

Oversee 30 employees; managed material usage for daily production.

Implemented Lean Thinking methods; redesigned fixtures to accommodate multiple customers’ products, built shadow boards for employees’ tools/material, Reduced labor 25% while increasing productivity by 20%.

Quality improvement team member; identified root cause and provided Poka Yoke solution. Worked with customers on quality verification. Increased quality standards and reduced customer complaints 10%.

Added recycle bins and changing patterns of fiberglass Reducing scrap 23%.

References Provided Upon Mutual Interest

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