Vice President /Chief Operations Officer / Manufacturing Plant Manager

JOSEPH A. NOBILE

*** *. ******** ****

Akron, Ohio 44319

330-***-**** (Mobile /Home) **********@*****.***

VICE PRESIDENT / CHIEF OPERATIONS OFFICER

MANUFACTURING PLANT MANAGEMENT

An operations management professional with a proven track record of success in progressive organizational efficiencies, transformation and development. A proactive procedural change agent with the ability to identify key objectives and facilitate tactics to achieve organizational goals. Extensive leadership experience in manufacturing management with a budget of $5.8M, overseeing production, quality, safety, engineering, purchasing, account management, project management, finance, sales and marketing. Diligent and motivated to increase revenue, improve processes and streamline operations utilizing lean manufacturing principles.

AREAS OF EFFECTIVENESS

Strategic Planning and Operations Management Process Mapping-Theory Of Constraints

Lean Project Identification and Implementation Staff Development and Engagement

Cost Analysis and Reduction Strategies Multiple Project Management

Process Creation and Improvement Product and Service Development

Analytical and Decisive Decision Making Risk Management

Contract Review and Negotiation Operations Finance and Budgeting

LEADERSHIP PROFILES

The ability to call on all past experiences in my management of many different business units to make decisions that have an overarching positive impact on the organization. Repurposed personnel resources to utilize best practices, reducing labor costs by $185,000.

Adept at identifying the personnel’s strengths to form a well -functioning and cohesive team where everyone understands they are each other’s immediate customer. Utilized Lean Manufacturing and Continual Improvement Principles to identify and improve seven work cells on plant floor resulting in manufacturing cost reductions of $1.3M and 30% reduction in customer complaints. These projects also resulted in the achievement of nine Six Sigma Green Belts and three Black Belts within the project teams.

Manages with a sense of urgency with the mindset of increasing revenue and reaching or surpassing goals by creating organizational, team and individual measurement metrics. A proponent of “safety first” as a main metric, and leading with integrity by example.

Driven by a passion for sharing my knowledge and experience across an organization to broaden people’s skill sets and help them become independent thinkers and leaders.

CAREER TIMELINE AND ACCOMPLISHMENTS

Northern States Metals Youngstown, Ohio 1998 to 2016

A $62 Million aluminum extrusion and renewable energy product manufacturer.

Vice President/Chief Operations Officer Manufacturing 2002 to 2016

Responsible for operations of the company, encompassing 330 employees. Complete responsibility for operations P/L, developing and implementing strategic plans and company policy. Built and managed the team that took the company from $18M to $62M.

Employee base increased from 45 to 330, developed new and expanded strategic functions such as engineering and quality assurance.

Reduced labor costs year over year by $185k by repurposing personnel resources and implementing best practices in each department.

Realized $1.8M in purchase savings through extensive contract review and negotiation.

Directed $13.4M sale of Solar FlexRack, the largest single order in company history, delivering a completed project 4 weeks ahead of schedule.

Developed the Solar FlexRack, the first company owned product, a solar module mounting solution. Directed a team of engineers and cross functional team members in design and prototype build through launch including marketing and sales plans. Utilized Lean Techniques throughout the process.

For the Solar FlexRack product, managed $750,000 in project capital funding for new product development, prototyping and production readiness costs.

Generated $2.5M in additional revenue by creating and implementing the Field Services Division.

Reduced manufacturing costs by $1.3M and reduced customer complaints by 30% by initiating the Lean Continual Improvement Department.

Increased company profitability by 36% through Lean Manufacturing Principles - 5S, Kaizen, work cell manufacturing techniques.

Reduced production equipment spend from $188k to $35k for Solar Flexrack product.

Responsible for operations division reporting to Board of Directors, providing details on strategic planning, forecasts, growth plans and overall company policy.

Saved over $2M in potential expenses by managing risk mitigation through extensive contract review, data review and report analysis.

Secured a $2.2M order for solar panel mounting clips acting as technical sales support

Quality Assurance Manager and ISO Systems Coordinator 1998 to 2002

Responsible for developing, documenting and implementing the quality assurance system and the ISO Documented Quality System at the facility.

Managed five quality engineers and responsible for customer complaints, production quality issues and supplier quality issues.

Created, implemented and trained to the ISO9000 standard and achieved certification for the company through a third party registrar in 2002.

Reduced cost of quality by $280,000 and reduced customer complaints 15% by conducting Statistical Process Control analysis on machine cycle times and tolerance capabilities. Also reduced machine set up times.

Reduced labor costs $150K, reducing the number of quality inspectors from five to three by implementing a go no/go gaging initiative that allowed quality to be built into the process .

United Steel Service, Inc. Brookfield, Ohio 1983 to 1998

A $38M steel slitting processor, steel parts fabricator and steel shapes warehouse.

Plant Manager 1993 to 1998

Responsible for managing 310 employees in day-to-day functions, P/L, policy setting and implementation, quality, maintenance, production, MRO purchasing, shipping/receiving, safety, and warehousing.

Managed the facility through the period of highest growth in the company’s history, with sales revenue going from $7M to $38M from 1995 through 1998. This was accomplished through negotiation of contract to be exclusive supplier to our largest customer and by adding equipment and personnel to manage the growth.

Directed the project for a $1.7M steel slitter purchase from project approval to project closeout, with ROI fully realized in 8 months.

Realized $160k savings year over year by establishing project control procedures such as project forecasts and cost analysis as well as return on investment reporting resulting in an accountability structure and better cost control.

Engineered a new bearing cradle for a steel slitter recoiler overarm to incorporate a double row bearing and eliminated a less robust single row bearing. The new design saved the company $18,000 in the first year and $12,000 year over year thereafter.

Quality Assurance Mgr/ISO Systems Coord./Safety Dir. and Workers Comp. Admin 1983 to 1993

Responsible for developing, documenting and implementing the safety program for the entire facility, totaling 310 employees as well as creating all procedures and conducting training to achieve ISO9000 certification in 10 months. Responsible for handling all workers compensation claims as well as achieving certification to Ohio BWC Premium Discount Program, reducing premiums by over $300,000.

EDUCATION

BSAS Youngstown State University Youngstown, Ohio 1983

Business Management Major – 3.64 GPA

ASSOCIATIONS

Member ASQ Akron/Canton, OH Chapter Second Harvest Foodbank Board of Directors

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