Manager Project

JAMES FRANK BETZNER

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

Little Rock, Arkansas 72212

Telephone (Cell) 501-***-****

Home email: actyxk@r.postjobfree.com

Profile

Black Belt Lean/6-Sigma certified management professional with extensive experience in building and implementing organizational structures and processes. Accomplished manager with strong budgeting, planning and personnel development skills. Have worked to develop focus groups and action teams to work cooperatively with managers and supervisors to improve productivity, control inventory, and identify and reduce costs. Proven track record in developing lean/cost reduction programs in both the hospital and industrial private sector. Additional expertise in the following areas:

HR Management Research Strategic Planning

Policy Development Project Management Data Analysis

Education

Master of Business Administration

Kennedy-Western University, Cheyenne, Wyoming, 1998

Bachelor of Science – Physical Science

Arkansas State University, Jonesboro, Arkansas, 1981

Career Achievements

Six Sigma Productivity Management Training Course (Black Belt Level).

APICS - Certification of Completion of Production Activity Control Review.

Total Quality Management – (Black Belt Level)

UAMS Leadership Institute

UAMS Lean/6-Sigma Leader (Green Belt Level)

Continuous Quality Improvement – Lean/6-Sigma Processes (Green Belt Level)

Project Management

Professional Experiences

October, 2005 – July, 2015: University of Arkansas for Medical Sciences

Administrative Director for Financial Operations

Assists hospital officials in preparation of Department of Pathology hospital budget. Insures that budgets are submitted on schedule.

Develops and monitors expenditure controls for the Department of Pathology. Overviews fiscal operations of each department section. Prepares financial summaries and projections on a recurring and as-needed basis.

Participates in contract negations for the department of Pathology. Researches and negotiates institutional agreements for lab services in conjunction with the CFO, COO, and financial management. Reviews and approves all contracts, including capital equipment, involving expenditure of hospital funds.

Oversee large process implementation projects involving faculty, managers, technical personnel and other staff.

Work with various key members of the Department of Pathology and UAMS Medical Center in reviewing ongoing operations in order to achieve operational goals.

Participated in CAP, JCAHO and other internal and external regulatory inspections and policy/procedure conformance.

Recommends cost saving methods and hospital/lab supply changes to effect economy of department operations.

Developed and led team in 5S, lean and 6-Sigma processes in the reorganizing of the workflow and operations in the anatomic pathology department.

Initiated and in the process of developing a department wide inventory system.

Strategic planning for departmental operations.

Delegation of responsibilities for optimal utilization of personnel and expertise.

Manager, Department of Anatomic Pathology

Oversaw daily operations by serving as liaison between the sections and customers.

Campus resource for troubleshooting/problem solving with Pathology protocols.

Oversaw all tests/functions according to departmental policies, procedures and job specifications.

Assessed workload and staffing of areas of responsibility to ensure adequate staff is available, qualified and trained.

Interviewed prospective candidates and select new employees based on qualifications and skills to fit available positions.

Maintained good and open lines of communication with staff through consistent personal interaction.

Evaluated, encouraged and disciplined personnel in areas of responsibility to achieve goals of section, department and organization.

Coordinated the training of new employees.

Justified capital equipment items.

Justified and helped to control budget costs.

Performed cost analysis on all new procedures and for procedure updates.

Reviewed and updated CPT/billing codes annually.

April, 2004 – September, 2005: Thrivent Financial

Sales of insurance and investment products.

January, 2002 – March, 2004: Remington Arms Company, Inc.

Project Manager/Senior Chemist

Project Manager for quality improvement and cost reduction of rimfire ammunition manufacturing. Evaluate the performance of rimfire ammunition manufacturing and institute changes, as necessary, in manufacturing processes to improve product quality and reduce costs. My efforts are to coordinate engineering, production, and management efforts, and to direct the process investigation for quality improvement and risk mitigation in the production of more than one billion units of rimfire ammunition with an expected cost impact of $12 million.

Project Manager for development of processes and equipment used in the electroplating of frangible bullets. This project includes researching potential process changes, contacting potential vendors, project budgeting, and coordinating with engineering and management units for the evaluation of the potential of the project, including capital investment, reoccurring operating expenses, and the return on the capital investment. The total estimate project cost is in excess of $ 1.5 million.

Management of electroplating processes. Responsibilities include the writing of process specifications and observation of process procedures using the Plan, Do, Check, Act methodology.

Management of current processes and process improvement investigation. I reviewed current processes and devised testing scenarios to apply metrics for the measurement of the effectiveness and efficiency of the process. Process evaluations were presented with recommendations for improvement and cost reductions.

Develop Standard Operating Procedures, Process Records, and Work Instructions to provide continuity of manufacturing operations within the scope of ISO 9000 guidelines.

Provided engineering support for the layout and design of process areas.

Interfaced with vendors on material and equipment issues.

1984-2001: Timex Corporation

1996-2001

Chemical Engineering Manager – Manufacturing Unit Manager

Managed manufacturing unit responsible for 100% of U.S. production of metal watch case production.

Provided engineering support for layout and design of plastic watchcase molding area to include production rates, capacities and time studies.

Provided support for problem solving and troubleshooting in plastic molding department.

Supervised production departments including mass finishing, electroplating, quality, environmental, and abrasive finishing.

Analyzed personnel requirements and maintained head counts commensurate with organizational objectives and goals.

Managed a total of 75 salary and hourly employees, from which approximately 12 million electroplated watchcases, and 25 million stainless steel case backs per year were produced.

Evaluated the production and cost variances of the individual departments for operational efficiencies. Reduced operating budgets for the various departments from $5.5 million to $3.3 million in five years.

Reviewed and adjusted overhead materials to reflect reductions in usage through improvements in methods, processes, and schedule demands.

Analyzed labor variance reports for personnel needs equivalent to scheduling needs and with respect to future fluctuations in business activity.

Reviewed workflow, area layouts, and stocking points for improvement in area safety. Recorded injuries and accidents were reduced by 75%.

Developed capital budgets for equipment, process improvements, and health and safety issues, and reviewed project justifications.

Prioritized production schedules and capital projects for optimization of time, space, and labor resources.

Organized a systematic review of product quality and operations to improve processes and methods, which resulted in a 16% improvement in productivity.

Led several process improvement teams that introduced automated functions to the work floor that reduced the overhead labor cost by 25%.

Evaluation of existing equipment to determine if upgrading, refurbishing, or replacing equipment is warranted by estimating the reduction of manual labor required and the return on the investment and cost sensitivity.

Led a team of engineers and departmental foremen in efforts to improve mass finishing operations of metal watch parts. This six-month study resulted in a 50% decrease in exposure time in the mass finishing operations and labor required, and increased available machine time and product throughput.

Managed the environmental engineering department. The environmental engineering department reviewed all processes for waste source reductions, process compatibility, and process improvement that resulted in lower operation costs.

Worked with the environmental engineering chemist, and operator to identify and upgrade critical alarms, monitoring equipment, and processes.

Calculated financial impact of improvement projects and variations in business activity on departmental budgets.

Long term planning including projecting overhead operating budgets based upon long-range business forecasts and capital requirements.

1988-1996

Chemical Engineering Supervisor

Developed cost savings program by reusing rinse water and reduced water usage for the electroplating process.

Initiated plating distribution study and gold cost savings program by analyzing anode to cathode relationship in plating baths. Objective was to make plating distribution have as little variation from top to bottom of fixture as possible. We were successful in reducing variation to an average of 0.05 microns.

Led studies on corrosion resistance of duplex and triplex nickel baths. The Study recommended installation of duplex nickel requiring an investment of over $ 150,000. This increased the service life of the product 400%.

Managed an action group to study the effects of previous operations and as they related to quality, rejection rates and amount of scrap through the electroplating process.

1984-1988

Chemist

Analyzed electroplating solutions and maintained records for quality control.

Researched new methods and processes to improve quality, reduce labor, and increase production through put.

Worked within a team structure for overall facility improvement, which included health, safety, and employee training.

1981-1984: Revere Copper and Brass

Chemist

I began as bench chemist, running routine analysis. This position was also associated with the QC department in addition to the chemical laboratory.

Duties at Revere, which is an aluminum rolling mill, included QC inspection of incoming material, and finished product which was mostly used in the food packaging industry.

Analysis of incoming solvents and chemicals used in the production processes.

References:

Dr. Laura Lamps, UAMS, Vice-Chair, Department of Pathology

Dr. Neriman Gokden, UAMS, Department of Pathology

Dr. Murat Gokden, UAMS, Department of Pathology

Dr. Ericka Olgaard, UAMS, Department of Pathology

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