Manager Management

JAMES A. FRAZZINI

*********@***.*** ● Cell: 419-***-****

*** ****** ******

Upper Sandusky, OH 43351

OPERATIONS / PLANT MANAGEMENT

Dynamic experienced Operations / Plant Manager with a demonstrated track record of successfully driving cost-savings, identifying process improvements and generating year-over-year revenue growth in challenging manufacturing environments. Comfortable in both union and non-union settings adept at building and managing highly effective teams and expert at serving as a ground-level liaison between staff and management to proactively resolve issues and ensure day-to-day operational continuity. Versatile leader with international experience whose rich and diverse background spans consolidations, rationalizations, relocations, training, compliance and auditing. Utilizes proven management techniques to deliver immediate bottom-line growth. AREAS OF EXPERTISE

TEAM LEADERSHIP – STRATEGIC PLANNING – SAFETY & TRAINING – UNION/NON-UNION ENVIRONMENTS – PROCESS REDESIGN – COST REDUCTION CUSTOMER RELATIONSHIP MANAGEMENT (CRM) – STARTUPS/TURNAROUNDS/CHANGE MANAGEMENT – FIVE S – SIX SIGMA & LEAN MANUFACTURING – COMPLIANCE – MRP - REVENUE GROWTH – BUDGETING – P&L – CAPITAL PLANNING – FORECASTING & REPORTING – STAFF DEVELOPMENT – INVENTORY CONTROL – ROOT CAUSE ANALYSIS

PROFESSIONAL EXPERIENCE

CUSTOM GLASS SOLUTIONS BY GUARDIAN – Upper Sandusky, OH April 2014 to Present Production and manufacturing of fabricated glass products for commercial, residential and automotive markets. PRODUCTION SUPERVISOR

Provide leadership and direction for tempering department. Develop crew members to meet or exceed individual and organizational goals. Lead change management and corrective action processes for assigned crew. Continuously improve plant performance through process improvements and use of lean methodologies. Maintain positive employee relations. Collaborate with other departments (e.g. Sales, Scheduling, Warehouse, Shipping, etc.) to optimize production requirements. Analyze data to make sound decisions and solve problems concerning production issues. Work with upstream and downstream people and processes to exceed customer expectations.

Consistently increased productivity of two assigned shifts on a monthly basis.

Improved team member safety and reduced reportable safety incidents.

Improved employee morale through progressive management approach. PALFINGER NORTH AMERICA – Tiffin, OH April 2013 to April 2014 Assembling of truck mounted forklifts.

OPERATIONS MANAGER

Oversee and manage day-to-day operations focusing on turnaround of production and efficiency standards. Responsible for all plant activities including production, safety, staffing, scheduling, quality, material, budgeting and financial goals. Ensure continuous improvement in production, staff efficiency, materials and costs. Forecast financials and establish long-term and annual plans in coordination with sales and engineering. Ensure close cooperation between production and quality assurance functions.

Increased product yield by 500% within brief time span.

Redesigned plant layout in order to incorporate lean principles.

Implemented vendor education programs to elevate quality and advance manufacturing competency. JAMES A. FRAZZINI

*********@***.*** ● Cell: 419-***-**** ● Page 2

OVERHEAD DOOR CORPORATION – Marion, OH 2000 to 2012 Leading manufacturer of truck doors and ramps.

DIRECTOR OF OPERATIONS – TODCO DIVISION

Rapidly promoted through a series of progressively responsible leadership positions, starting as Plant Manager and eventually culminating in role as Director of Operations. Directly managed 8-person staff with operational oversight responsibility spanning Engineering, Research and Development (R&D) as well as day-to-day plant management employing over 300 employees in various plant locations. Supervised the manufacturing of wood, steel and aluminum products. Carried out extensive inventory control and implemented Lean Manufacturing methodologies to generate cost savings; carefully monitored operating budgets, P&L and capital expenditures. Spearheaded plant rationalization process to maximize plant usage and increase profitability. Frequently liaised with Overhead Door Corporation’s CEO, corporate executive teams as well as Presidents/VPs across all divisions. Ensured broad-spectrum quality and safety compliance with all applicable regulatory agencies, including Occupational and Health Administration (OSHA) standards and Environmental Protection Agency requirements. Directed hiring process and continuously provided mentoring and coaching for plant managers in each facility. Liaised directly with truck and trailer OEMs on an ongoing basis.

Capitalized on propane tax credits to save $40K+ annually.

Generated $16K annual cost-savings by requesting a property reassessment, which decreased overall property tax.

Saved $500K with successful consolidation of 3 departments and 1 facility.

Spearheaded the consolidation of 4 manufacturing plants into 2 plants, driving savings in excess of $1M annually.

Reduced inventory by $3M.

Introduced effective safety awareness programs that reduced recordable accidents by 83% across the division.

Realized a 40% improvement in overall operational productivity, working in conjunction with plant managers to remap workflow and eliminate bottlenecks.

Honored with the 2008–2009 “High Performance Award” for leadership role at the helm of $100K relocation to Mexico.

Achieved distinction with highest percentage over goal across the company.

Expertly negotiated 3 separate labor union contracts.

Managed the testing of wood substrates, composites and other materials to generate new products.

Introduced corporate safety programs as well as monthly safety training for all employees, and conducted ongoing safety audits.

Key participant on the corporate Synergy Team that implemented Six Sigma Black, Green, and Yellow Belt--across the enterprise.

HANCOR, INC. – Brazil, IN 1997 to 2000

Manufacturing drainage pipes, drainage systems, and advanced drainage systems and technologies. MANUFACTURING PLANT MANAGER

Drafted detailed operating budgets and implemented new metrics to measure daily employee productivity. Coordinate with HR Department to institute new training programs. Developed standard operating procedures (SOPs) and created preventive safety measures. Identified crucial process improvements and piloted new product lines.

Reduced recordable accident rate by over 60% in a single year.

Surpassed 98.6% fill rate by vigilantly monitoring production schedules, inventory levels, and manpower usage to ensure appropriate controls and optimize the use of manpower.

Elevated employee efficiency (e.g., net pounds-per-hour) across the operation while improving machine uptime by implementing key new metrics.

Handpicked to serve on Hancor’s Corporate Skill Based Pay Team.

Increased productivity and improved employee morale through progressive management approach. JAMES A. FRAZZINI

*********@***.*** ● Cell: 419-***-**** ● Page 3

DELPHI AUTOMOTIVE – Saginaw, MI 1995 to 1997

American multinational automotive parts manufacturer (NYSE: DLPH) with 146K employees worldwide and over $16B in annual revenue. PRODUCTION SUPERVISOR – SAGINAW STEERING SYSTEMS

Supervised multiple departments in day-to-day operations, developed key action plans to improve uptime, and served as a liaison between the United Auto Workers (UAW) and management to ensure business continuity. Created and led ongoing team communication training sessions.

Immediately resolved a spate of outstanding operational concerns, promoting overall positive group dynamics.

Instrumental in QS9000 certification process.

GENERAL MOTORS POWERTRAIN – Flint, MI 1994 to 1995 Designing, engineering and manufacturing engines, transmissions, castings, and other components for GM vehicles. PRODUCTION SUPERVISOR – FLINT V-8 ENGINE

Promoted positive group dynamics through team interaction. Conceived and developed action plans that drastically improved workflow and eliminated lingering bottlenecks. Continuously strove to improve worker commitment; successfully facilitated productive management-union (UAW) relations in all areas of operations.

Secured $3.5M in savings through an engine rework program.

Developed impactful action plans that significantly reduced waste.

Elevated overall product quality with the implementation of an intensive cross-training program. PREVIOUS PROFESSIONAL EXPERIENCE

Operations Manager MPW Industrial Services Sales Representative Flint Blue Print, Inc. Supervisor/Certified Source Quality Inspector The Engineered Products Company MILITARY EXPERIENCE

Law Enforcement Specialist United States Air Force EDUCATION & TRAINING

Bachelor of Science in Industrial Management – Baker College – Flint, MI Lean Six Sigma Training – The Ohio State University – Columbus, OH

Contact this candidate