MARK EISENHARD

*** ******* **** 610-***-****

Ardmore, PA 19003 act4n3@r.postjobfree.com

SUMMARY

Results-oriented Operations Leader with over 20 years experience in diversified manufacturing environments. Proven ability for improving efficiency, managing and reducing operational costs, and reducing inventories. Ability to build strong quality systems that enhance overall quality, creating a safety first culture, and working closely with product and sales management teams to increase top line revenue and deliver improved bottom line results. Reputation as a reliable, motivational leader known for demonstrating integrity, ethical business practices, data / fact driven decision making, technical expertise and for building positive, change oriented culture, collaborative relationships internally and externally.

Areas of expertise:

• P & L Accountability • Engaging and Developing Top Talent • Bottom-line Contributions

• ISO Certifications • Safety Culture Development • Global Operations Leadership

• Lean Manufacturing • Project Management • Turnaround Expertise

• Multi-site Leadership • Kaizen • Financial Planning and Forecasting

PROFESSIONAL EXPERIENCE

MATCOR, INC., Chalfont, PA 2012 – 2015

World leader in the innovation, manufacturing, engineering, design, installation, and maintenance of Cathodic (corrosion) Protection Systems servicing the oil & gas, construction, water and utility industries.

Director of Manufacturing and Quality

Managed all aspects of the day-to-day manufacturing processes, warehousing/inventory/shipping, order processing, supply chain, customer service, quality systems (ISO 9000 registered), team leadership development and employee relations.

Coordinated and managed the move of the entire manufacturing and warehouse to a new facility with no negative impact on delivery of customer orders.

Implemented a process to manage inventory to ensure accountability and accuracy. Introduced new raw materials for improved quality and reduced operational cost ($250,000).

Developed and implemented production scheduling tool and operational KPIs. Achieved On-time delivery of 99%

Improved procedures, processes, forms within the quality systems. Reduced customer complaints to <0.5%

Improved manufacturing efficiency 35% year over year.

Recruited, Coached and Developed a strong operations support team focused on quality, efficiency and exceptional customer service through new talent and managing of incumbent team members.

Implemented standard operating procedures and documentation discipline in product development that led to the introduction of three new products/processes.

OLIVER-TOLAS HEALTHCARE PACKAGING, Feasterville, PA 2006 – 2012

Leading manufacturer, innovator and quality in the medical and pharmaceutical packaging industry. Headquartered in Grand Rapids, MI with additional facilities in Pennsylvania, Ohio and The Netherlands, as well as sales offices throughout the U.S., Europe and China.

Director of Operations

Managed the day-to-day operations of multiple manufacturing facilities. Accountable for all aspects of employee leadership and development, safety, quality, manufacturing, supply chain, material/warehouse management, engineering, facility and equipment maintenance, operational budget / expense, process improvement and preproduction engineering.

Managed sales annual growth of 9% from 2008 to 2012. EBITDA average improvements of 29% from 2008 to 2012.

Improved safety performance through implementation of a behavior-based safety program. Achieved Zero OSHA recordable record

Successfully managed and transitioned the business through two acquisitions. Reduced operating cost >$1 million.

Improved on-time-in-full delivery to 94%. Improved responsiveness for corrective action for customer complaints/issues.

Managed installation of two new manufacturing lines ($1.5 million).

Achieved ISO 13485 certification at Midwest facility. Developed and Implemented KPIs to support all aspects of the business objectives. Successfully accomplished key projects, on time and on budget.

Initiated a cost accountability process by department/key manager. Developed a strong operations team.

ABC SUPPLY, INC., Huntington Valley, PA 2004 – 2006

Largest USA distributor of exterior building products.

Branch Manager

Managed daily operations of the branch, including scheduling, purchasing, special orders, dispatch, fleet maintenance, warehouse operations, facilities maintenance, safety, and compliance, daily and monthly sales and profitability review and reporting, inventory management, and cost management.

KIMBLE GLASS INC., Vineland, NJ 2001 – 2004

Respected global leader in specialized glass for the pharmaceutical, biotechnology and scientific research markets.

General Manager – Reusable Lab Products

Direct leader of manufacturing; distribution and management of outsourced products as well as products manufactured at other U.S. and Mexico manufacturing sites. Built cohesive team of 148 employees with plant producing combined sales of $47 million.

Improved on-time-in-full delivery from 83% to 94%.

Reduced operational costs by $5 million in the glass converting and distribution center.

Reduced finished goods and work-in-process inventories by over $1.7 million or 35% in just nine months.

Championed Lean-manufacturing initiatives that led to reducing manufacturing cycle times over 50%.

Led initiative and transitioned business from U.S.-based manufacturing to Mexico.

Reduced headcount by 54%, resulting in annual cost savings of $2.4+ million.

Negotiated an annual savings of $250,000 by working closely with packaging supplier to convert to consignment inventory.

Reduced distribution center headcount and generated $200,000+ in savings without sacrificing service improvement initiatives.

Worked closely with key accounts such as Fisher Scientific and VWR International.

Implemented daily and monthly key measure matrix for communicating business performance to employees.

EARLIER RELEVANT EXPERIENCE

REXAM MEDICAL PACKAGING (known as Amcor), NJ and MA

Global packaging firm with $12.2 billion in sales and 35,000 employees.

General Manager/Operations Director

Managed P&L for two manufacturing sites with combined sales of $31 million, 175 employees, and customer base that included medical device and pharmaceutical markets.

Managed sales growth of 19% resulting in significant profit improvement.

Improved on-time-in-full delivery from 70% to 93%.

Authored approved capital improved products of $12 million and $8 million.

Championed ISO 9002 Certification in two operations.

Improved safety performance in all operations.

Reduced machine downtime, increasing capacity, sales and profits.

Reduced plant operational costs by $500,000.

Successfully implemented Six Sigma into plant operations.

EDUCATION AND PROFESSIONAL DEVELOPMENT

Rochester Institute of Technology, Rochester, NY

Bachelors of Science

Six Sigma Executive Overview and Championship Training, Teambuilding,

Executive Leadership Training (AMA), Performance Management, Kaizen, 5S Lean Manufacturing.

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