Human Resources Management

SUSAN QUANZ

***** * ****** **** **., Cary, IL ***13; 919-***-****; act70w@r.postjobfree.com

Executive with diversified Human Resources experience, plus over 5 years in front line manufacturing and quality management positions. HR management experience, in both union and non-union environments, includes sales and marketing support, staffing, multiple locations, lean manufacturing, directing/mentoring HR Managers, revising benefit and compensation programs. Demonstrated success as a change agent with management/organization development initiatives and all aspects of employee relations.

Moen, Inc., Sanford, NC 2005 – 2015

$150 million location of $1 billion consumer goods manufacturer of kitchen and bath plumbing products.

HUMAN RESOURCES MANAGER

Directed all human resources functions in a union free manufacturing location with up to 750 employees. Key accountabilities included strategic planning, organization/staff development, employee relations, staffing, succession planning and change management.

Re-invented HR organization through staff changes, a focus on employee relations and establishing a business partnership with management staff.

Directed corporate-wide project team to successfully implement tobacco-free campuses at all locations and facilitate strategic wellness focus and benefit cost mitigation efforts. Established a wellness team. Developed wellness initiatives such as modified cafeteria and vending options and implemented onsite exercise programs to enhance wellness efforts. Streamlined processes through automation and simplification of procedures and policies.

Decreased plant accident rate by 50%. Implemented the Dupont STOP program and risk assessment processes to focus on preventative measures and employee involvement. Established first responder, hazmat and other employee led teams to support strategic direction.

Developed and implemented front line management training programs and periodic front line meetings to enhance consistency with employee issues. Further increased training and organization development through the implementation of lead accountability training and positive employee relations training across all levels of salaried staff.

Maintained location union free status through positive employee relations and training. Directed annual employee survey and associated responses resulting in significant improvements in survey responses. Conducted focus groups and directed cross-functional teams to address identified issues. Developed and implemented an hourly leadership structure as a part of our strategic planning initiatives and to promote employee involvement.

Supported key strategic growth and lean initiatives through policy revisions and enhanced employee development and training. Implemented a comprehensive training program, including apprenticeships focused on operational training and identified skill gaps. Filled 30 – 50 weekly regular full time and temporary openings to support increased business volume. Managed downsizing and reductions in force required by business conditions.

Developed and implemented location and business unit strategic planning with leadership team focusing on strategic initiatives, succession planning and associated HR implications. Restructured front line leadership positions and hourly entry level roles. Implemented employee developmental assignments to support strategic direction.

GKN Sinter Metals, Auburn Hills, MI (Chicago based) 1999 - 2004

$125 million division of $850 million company. Primary business relates to the manufacture of powdered metal engineered parts for automotive and industrial applications.

HUMAN RESOURCES CONSULTANT

Provided human resources management support to manufacturing locations on a temporary, interim basis.

DIRECTOR, HUMAN RESOURCES

Directed human resources functions for the Industrial Products Group, 700+ employees in 7 locations in 4 states, to support sales and marketing, engineering and manufacturing operations. Developed and implemented union avoidance strategies successfully maintaining union free status at all union free locations. Improved HSE performance by reducing OSHA accident rates by 100% to 0. Facilitated 5S activities through ongoing HSE programs.

As key member of division strategic planning team developed and implemented business goals and objectives and human resource strategic plans to support business plan, sales and marketing, lean manufacturing migration, and Six Sigma initiatives. Key driver for new compensation structures teamed with training programs at all locations to facilitate the implementation of team based management structures and cellular manufacturing. Eliminated redundancies and reduced annual labor costs by $1.5 million.

Directed annual succession planning, performance management and management development processes. Initiated these processes in acquisitions. Utilized organization and management development initiatives, performance management, mentoring and coaching to support division strategic goals. Developed and implemented a comprehensive company-wide first line management training program.

Performed organization/staff assessments in acquisitions and ongoing operations, restructuring as required. Implemented up-dated HR practices encompassing training and development, benefits, performance management, compensation, etc. and health safety and environmental initiatives while functioning as a catalyst for positive change. Hired, trained and mentored Human Resource staff.

Acting as chief spokesperson negotiated $150,000 savings in annual wage and benefit costs and strengthened management rights at an acquisition of a $15 million company.

Directed all staffing with primary focus on maximizing human resource effectiveness; personally recruited senior executives. Focused on diversity and inclusion in all recruitment efforts through recruiting partnerships.

Consolidated employee medical, dental, disability, life and AD&D insurance plans from multiple locations, reducing annual costs by 10%. Primary driver for bonus/incentive and gainsharing plans for all locations and sales and marketing organization.

Designed and directed staff reductions and downsizing of operations of over 30% in response to weakening auto parts market and business divestitures. Directed 3 plant closures, including a 310 employee unionized facility with $50 million in sales, without any major labor or human resource issues.

Johns Manville, Inc., Denver, CO (Ohio based; relocated twice) 1995 – 1999

Manufacturer of building materials – fiberglass insulation, roofing materials, pipe insulation and engineered products for industrial, residential and commercial applications, $2 billion in annual sales, 9000 employees.

HUMAN RESOURCES MANAGER

Promoted twice during tenure. Responsibilities included a unionized multi-plant complex with 1000+ employees. Directed all human resource functions and managed labor relations. Resolved grievances; participated in collective bargaining agreement negotiations and dispute arbitration. Directed all health and safety programs. Key accomplishment was a first line management development initiative.

Re-established a viable HR function in a unionized location with 250 employees while addressing ongoing labor and workers compensation issues. Decreased workers compensation costs by $2 million through a comprehensive managed care approach to employee occupational health issues.

Re-invented the HR function in a 340 employee union-free plant following an unsuccessful unionization attempt. Implemented union avoidance activities and employee involvement initiatives such as alternative dispute resolution, and modified policies and procedures. Reduced OSHA accident rate by 50% through team-based programs and employee ownership.

Washington National Insurance Co., Lincolnshire, IL 1992 - 1995

HUMAN RESOURCES GENERALIST

Directed all human resources functions for corporate employees, customer service call center and sales offices.

Viratec Tru Vue, Inc., Chicago, IL 1991 - 1992

HUMAN RESOURCES MANAGER - Managed all HR functions in a unionized manufacturing facility.

Printronix and American Medical Optics, Irvine, CA 1982 - 1985

MANUFACTURING SUPERVISOR - Managed production of printed circuit board assemblies. Directed the manufacture intra-ocular lens implants and contact lenses. Managed new manufacturing operation start up.

Canon Business Machines, Costa Mesa, CA 1981 - 1982

QA SUPERVISOR - Directed QA start up at a green field manufacturing facility producing copy machine drums.

EDUCATION & ASSOCIATIONS

M.A. and B.S. degrees - Kent State University; Keller Graduate School of Management - Completed HRM graduate classes. Certified Prosci Change Management practitioner; Trained in organization design – Kates Kesler

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