OperationsManager, PlantManager, GeneralManager
Resume:
Curtis W. Shull
Oklahoma City, OK 73162
Contact Phone Number 402-***-****
E-mail:***********@*****.***
PROFESSIONAL MANAGER
I am a hands on Professional Business Manager with a comprehensive background in Operations Management, budgeting, P&L and finance, strategic planning, risk management, business development, and needs assessment.
Expert Qualifications:
Dynamic and decisive leader with demonstrated initiative, expertise, creativity and success in both non-union and union environments.
Adept at program development/implementation, budgeting/P&L, performance evaluation, staffing, administration, quality assurance, regulatory compliance, and promotional marketing.
Excellent communication, interpersonal, intuitive, analytical, organizational, problem solving, and leadership skills.
Thrive in both independent and collaborative work environments. Energetic and self-motivated team player/builder.
Superior time management skills and demonstrated leadership abilities in a team-building atmosphere.
PROFESSIONAL HISTORY
Terex Corp. - Oklahoma City, OK June 2014-Current
Operations Manager- Materials Processing & MHPS/DEMAG
Materials Processing-
oReduced Manufacturing footprint 33%
oReduced Labor force 28%
oImplemented 5S, Visual Management
oImplemented Clear To Build Process to improve Build To Schedule to 100% by improving cycle times to meet Takt times Improving On Time Delivery to 100%
MHPS/DEMAG
oNew Start up Business Segment
oHired and Trained Staff
oLead manufacturing layout for equipment and material flow
Duwe Metal Products-Menomonee Falls, WI June 17th, 2013- June, 2014
Plant Manager-Custom Metal Manufacturing
Coordinating and scheduling manufacturing production operations. Implementing Lean Principles. Monitoring daily production downtime to identify root cause and implement corrective actions in place to improve productivity
Improved Inventory by organizing and standardizing footprint
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NECO-Omaha, NE. March 1, 2006 to December 4, 2012
General Manager
Implemented lean manufacturing processes
oOrganization
o5’s and Quality control
oRe-organize plant floor lay-out to streamline product and continuous flow
Reduced the amount of waste/scrap
oNested similar product and work cell quality control processes
oCorrected EOQ’S and AOQ’S to lower product cost
oIncreased run quantities determined by past history of sales
Increased sales from $7M to $20M
oIncreased inventory on hand to meet customer demands
oPositioned Neco to have product available at the point of sale at (5) external warehouse/Distribution Centers.
Increased customer base 15%
oContacted OEM’s to use Neco product – allows for complete package offering to their customers
Holding employees accountable for quality, productivity and efficiencies
oUtilized daily reports to identify areas that need addressed. Monitored daily production downtime to identify root cause and implement corrective action to improve productivity. Implemented Manufacturing Policies to improve productivity and quality.
oReduced overhead costs. Reduced overtime. Cross training employees to ensure low turnover. Level loaded the production schedule to eliminate peaks. Ensured direct labor employees remain working on direct labor orders and not on in-direct functions (forklift, gathering product, and rework). Analyze employee strengths and repositioned employees to play on their strength and add value to the company
Established matrix for accurate reporting of information; earned hours, downtime, indirect labor and actual run times to enable production to closely monitor productivity. Implement Quality control processes for the agricultural industry and keep close communication with customers and sales force in meeting their Quality needs.
Manage a staff of 8 Departmental Managers; Plant Manager, Engineering Manager, Controller, Human Resources, Sales Manager, Customer Service, Safety Coordinator and Purchasing Manager. Managed 150 Employees
I had a period in my career that I was a change agent for the period of 2000 through 2006 engaged in turnarounds and startups with the following companies:
Manufacturing Distribution Center-Cedar Falls, IA 2004-2006
Project Manager
Coordinated plant activities through the planning with departmental managers to insure the total manufacturing objectives are accomplished in a timely and cost effective manner. Monitored productions to assure efficiencies are maintained. Established and monitor overall plant performance for production and quality standards. Suggested new manufacturing methods to achieve maximum productivity in a continuous process improvement/lean manufacturing environment.
MIDWEST CUSTOM FINISHING-Michigan City, Indiana 2002-2004
Plant Manager-Powder Coat Facility
Coordinated and scheduled manufacturing production operations. Assisted in the Implementation of ISO 9001-2000 certification. Instrumental in the organizational growth of 30% in 2003 and 30% in 2004 by introducing new product. Modified and implemented Human Resource policies and procedures. Implemented an employee accountability attendance policy that reduced absenteeism by 83%. Monitored daily production downtime to identify root cause and implement corrective actions in place to improve productivity.
PRODUCT ACTION - Bowling Green, Kentucky 2000-2002
Operations Engagement Manager-Quality Inspection-Automotive Industry
Managed and implemented Quality inspection processes for the automotive industry and keep close communication with the automotive industry in meeting their Quality needs. Managed a staff of 50 employees.
DESA INTERNATIONAL – Bowling Green, Kentucky 1998-2000
Manufacturing Manager (Plant Manager Responsibilities) - Hearth Manufacturing Facility
Coordinated and scheduled entire 2nd shift manufacturing operations to include: 10 Manufacturing Lines, 10 supervisors, and 250 employees. Level loaded production in a very seasonal manufacturing setting to reduce inventory levels by 23% while continuing to meet COT shipping goals of 98%. Material Procurement, worked with suppliers to ensure product was JIT. Worked with suppliers to reduce cost of product by improving the process. Example: purchased a die for the supplier to stamp out the product versus using a press brake. Implementation of work station visuals to reduce quality issues by 12%.Established balanced cycle times for assembly lines to create a pull production flow and constantly communicate with 1st shift operations to avoid downtime and shortages. Developed preferred freight carriers and reduced outbound freight costs by 12% for an annual savings of 660K.
RACK EXPRESS - Mt. Pleasant, Iowa 1996-1998
Vice President Sales and Marketing Courier Company
Presented and quoted rates on courier services for the FED and Pharmaceutical companies and scheduled services with contract carriers to meet their JIT delivery. Maintained budget and operating costs in excess of $350K annually. Researched the local target market to create additional revenue and expanded the business into local warehousing and delivery of expedited parts needed on a daily / hourly basis for local manufacturers.
HON INDUSTRIES / HEATILATOR INC. – Mt. Pleasant, Iowa 1993-1996
Designer / Field Engineer
Sourced new supplier of component part that reduced cost by $3.48 per unit on 130,000 units, increased installation time on the manufacturing line by 2 minutes per unit while increasing customers quality perception – Annual overall savings of 626K. Computer Designed Gas and Wood Fireplaces. Daily communication with R&D department and Production departments. Communicated with Customers to resolve field issues.
CECO BUILDING DIVISION- Mt. Pleasant, Iowa 1982-1993
Laborer- Welder, painter, Forklift operator and Fill in Supervisor
EDUCATION
Bachelors Business Administration-American Intercontinental University, 2004
PROFESSIONAL CERTIFICATES/ SKILLS
oLean Certification
oISO 9001:2000 Certification
oISO Quality System Auditing Concepts-Internal Auditing Certification
oPro-Engineering Certification
oPro-Engineering, Auto CAD, Microsoft Word, Microsoft Power Point and Microsoft Excel
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