Customer Service Manager

WARREN C. HAMILTON

Barrie, Ont. L*N *T* Home: 705-***-****

(Ability to relocate, as required) Email: acv0ko@r.postjobfree.com

An experienced, competent professional with progressive experience leading teams to achieve defined targets in a variety of growth-oriented manufacturing environments. Key strengths include the ability to identify and manage assets, reduce costs and lead teams that become recognized for their ability to deliver timely results. Effective communication skills at all business, board and regulatory levels. Respected for depth and breadth of expertise.

CAREER SUMMARY

THE ABEO GROUP – SPIETH AMERICA 2014 – Present

(Privately held, International gymnasium and sports equipment manufacturers with operations and supply-chain distribution in North America. The product line is highly specialized and includes gymnastic apparatus and mats, preschool/developmental equipment, sport mat surfaces, volleyball and badminton systems. www.spiethamerica.com)

DIRECTOR OF MANUFACTURING (Contract role) – Orillia, Ontario; Fort Worth, Texas

Key Result Areas:

Recruited to restructure, turn-around the ABEO acquisition into a profitable, stable North American division

Multi-plant Leadership, accountability, full-cycle management within a Lean / WCM manufacturing environment

Coordinate all planning, materials management, manufacturing, Human Resources and customer service functions

Prepare, present monthly, quarterly, annual performance reports to Company Ownership and Executive directors – PM statements, COGM, MOH, RM / FG Variance, Capital projects, Environmental Health & Safety

Lead, coach continuous improvement via all plant, administrative and sales team functions to achieve WCM, best-in-class practices and goal directed behavior within a Supply-Chain Management system (OE 95%, Quality zero-defects, SRED, H&S no lost-time, WSIB NEER rebates, Human Relations, Plant-to-Plant Benchmarking, Succession planning, Cross-training)

Provide performance reviews, develop performance improvement and budgetary planning

Identify, analyze technological solutions designed to increase production repeatability, thruput by 30%, safety zero lost-time, zero reportable, first-pass quality 99.5%

Develop, implement strategic plan to increase revenue 3-fold (300%), improve profits, reduce operation costs, participate in the international negotiation process for purchase opportunities, make vs buy, capital equipment, talent and business acquisitions

Establish budgets, deliver P & L initiatives, liaise and provide guidance to all aspects of the internal and external business units, including Regulatory agents, Suppliers, Production personnel, Engineering, Trades, HR, Health & Safety, Due Diligence. Facilitate the day-to-day operation, schedule attainment, 100% on-time Customer fill-rates

IKO INDUSTRIES LTD. 2011 – 2014

(Privately held, IKO Industries Ltd. is a leader in the manufacture and supply of residential roofing, commercial roofing, waterproofing products and systems, operating over 20 manufacturing plants globally.)

OPERATIONS MANAGER – Location: Brampton, Ontario

Key Result Areas:

Leadership, accountability, full-cycle management of a $75 MM, 24/7, unionized, ISO certified, multiple production line manufacturing plant, producing commercial building products, industrial specialty asphalts and coatings

Coordinated all planning, materials management, manufacturing, delivery and customer service functions

Prepared, presented monthly, quarterly, annual performance reports to Company Ownership and Executive directors – PM statements, COGM, MOH, RM / FG Variance, Capital projects, Environmental Health & Safety

Lead, coached all plant functions - administrative and production personnel which achieved WCM, best-in-class practices and goal directed behavior within a Supply-Chain Management system (OE 95%, Quality 1.5% combined defect-waste, ARMA rating 0, Environmental & Loss Prevention 98%, Health & Safety no lost-time, WSIB NEER rebate achieved, Human Relations, Plant-to-Plant Benchmarking)

Provided performance reviews, developed performance improvement and budgetary planning

Identified, analyzed technological solutions designed to increase production repeatability, thruput by 10%, safety zero lost-time, zero reportable, first-pass quality 99.5% and achieved annual cost reductions of $2 MM

WARREN C. HAMILTON, resume continued Page 2

Identified, negotiated purchase opportunities of raw materials via commodity indices, inventories, risk, price-point, spot-pricing, volume rebate programs on a global-level to compliment production efficiency, safety, quality and cost

Established budgets, delivered P & L initiatives, liaised and provided guidance to all aspects of the internal and external business units, including Regulatory agents, Suppliers, Production personnel, Engineering, Trades, HR, Health & Safety, Due Diligence

Directed all aspects of Labor, Employment Law, Health & Safety in conjunction with operations and sales staff

Successfully negotiated, new 5 year Collective Agreement (USWA); including contingency and risk planning

EURO MOLDS MANUFACTURING INC. (plant closed) 2010 – 2011

(Privately held, manufacturer which emphasized Injection Molding and mold design processes to supply thin and thick-walled plastic products to the following market segments; Custom, Project, Validation, Building, Construction, Medical, Pharmaceutical, Drug, Grocery, Packaging, primarily within the North American marketplace.)

GENERAL MANAGER – OPERATIONS – Location: Mississauga, Ontario

Key Result Areas:

Requested by owner to turn-around, sell or close Canadian manufacturing operation. P&L autonomy of a 3-shift, non-unionized plastic injection molding manufacturing plant with annual sales of $ 8 MM

Developed and implemented the Short/Long range Plan, inclusive of financing, operating plan, procurement, business development, overall opportunities to improve cash flow and to rationalize the operation

Effect change, teamwork, assets, resources to deliver 100% Customer fill-rates, key operational KPI’s

Directed all aspects of Labor, Employment Law, Health & Safety in conjunction with operations and sales staff

Lead Continuous Improvement initiatives across all departments to align with the Five Year Plan

TQM, WCM standardization - System development and implementation- CSA, NSF, ANSI, ISO

Liaised and provided guidance to all aspects of the internal and external business units, inclusive of Finance, Acquisitions, Business and Vendor partnering, Government and regulatory agents

Policies developed and implemented Operations, EHS, Quality, Security

DECAST (formerly MUNRO LTD.) 2006 – 2010

(Privately held, the largest combined gravity, pressure, heavy cast plant in Canada; producing the highest quality infrastructure, drainage, water transmission products; technological leader; primary materials concrete, metal design.)

MANAGER – OPERATIONS & COMPLIANCE; MANAGER – QUALITY SYSTEMS – Location: Barrie, Ontario

Key Result Areas:

Managed direct, indirect costs, analyzed gaps, variances; multi-tasked to simultaneously insulate the business through networking, functioning 24/7, enabling Due Diligence in Labor & Employment Law – ESA, HR, WSIB, MOL, MOE, OLRB, at the floor-level and throughout the operation

Compliance – All aspects of Operational excellence, Quality, Environmental Health & Safety

Recruitment and training – Resource development, SOP, Safe Work Practicies, Cross-functional teams

Lead Continuous Improvement initiatives – eliminated bottlenecks, constraints, cost reductions direct & indirect

Best-in-Class practices, WCM – System developed, implemented, achieved certifications with CSA, ACPPA, C301, OCP Plant Prequalification Program, BNQ, ASTM, ANSI, AWWA; driving profit, EBITDA and market-share

Liaison and provide guidance to all aspects of the internal and external business units, including Regulatory agents, Suppliers, Production personnel, Engineering, Trades, HR, Health & Safety, Due Diligence

Coordinated assets,resources to the schedule to deliver 100% Customer fill-rates, key operational KPI’s

Finance and budgeting supported to the overall business ROI targets

Policy, Security – developed, trained and implemented; fostered a team approach ensured workplace compliance

WARREN C. HAMILTON, resume continued Page 3

OFG & CLOROX NORTH AMERICA 2005 – 2006

(OFG – Privately held manufacturer and importer of Office Furniture Systems, which emphasized assembled and KD wood products; supplying the North American marketplace.)

(CLOROX – Corporate manufacturer, marketer of consumer products; which included waste containment, food protection, auto care, household, institutional cleaners; supply chain to the North American marketplace.)

OPERATIONS & PROJECT MANAGER – Location: Toronto, Ontario

Key Result Areas:

Directed OEE performance using WCM and Lean Manufacturing techniques. Achieved OEE growth 75% to 93%

Facilitated Teamwork and lead all support functions; developed and implemented the plant MPS, Quality, Safety and Training Goals. Tools utlized; 5S,Kaizen,Why-Why, SMED, ZEC, Centerlining, Rate establishment, Waste focus

Implemented Capital expenditures and Management of departmental budgets; facilitate and lead the New Work Systems and Continuous Improvement Teams. Establishe and implemented Reliability Improvement plans to reduce Waste; ensure Compliance. Implement Capital plan to align with business plan – short and long range

Developed and implemented Standard Operating Procedures, Policies including Quality Circle Program

Developed strategic relationships for cost effective purchases of capital equipment, overall procurement of goods and supplier relations

Change Agent – quantified, managed assets,resources to target 100% fill-rate with zero-defects produced and zero- field failures; actively participated day-to-day to lead a plant-wide philosophy the Customer is paramount

MALLORY INDUSTRIES INC. 1997 – 2004

(Privately held, multi-faceted manufacturer of Cleaning Tools, Household Tools; Snow brushes, Wash brushes, Extension poles, Squeegees, Wash mitts, Pails, Shovels; emphasising Plastic Injection Molding, Metalwork, Assembly and Distribution processes; supply chain to worldwide retail, box store, consumer markets.)

OPERATIONS MANAGER – Location: Chatham, Ontario

Key Result Areas:

Developed the Operating Strategy and Production Plan to achieve target ROI, prepared and maintained the manufacturing budgets

Supported procurement on a global basis to achieve $1.2 MM Cost Reductions with negotiated terms

Level-loaded assets, fostered commitment to schedule attainment, inventory management, accuracy and reconciliation

Installed and employed Visual Manufacturing ERP System; monitored manufacturing to benefit inventory turns and 100% Customer delivery within a Supply-Chain Management system

Change Agent – established KPI’s for Quality, Material, Efficiency and Succession planning. Analyzed and provided resolution of all variances using Root Cause and Gap analysis

Directed all plant functions.Eliminated constraints to enhance overall plant utilization applying WCM techniques –

work-flow, de-bottleneck, SMED, reporting accuracy, document control, quality audits, safety, cross-training

WARREN C. HAMILTON, resume continued Page 4

GSW INC. – GE CANADA 1988 – 1997

MANUFACTURING MANAGER – Location: Fergus, Ontario

(Water Heater Division - Canada's leading designer and manufacturer of residential and commercial water heaters, which supplied a full range of products to customers in the wholesale, retail and energy services channels across Canada, as well as internationally.)

MANAGER - FACILITIES & CAPITAL ASSETS – Location: Barrie, Ontario

(Building Products Division - manufacturer which emphasized Injection Molding and Extrusion processes to supply vinyl products which focus primarily on rainwater systems like gutters and downspouts to the North American marketplace.)

MANUFACTURING ENGINEER – Location: London, Ontario

(Construction Products Division - manufacturer which emphasized Metal and Metal finishing processes to supply premium maintenance free metal lockers, toilet partitions and metal storage systems to the North American marketplace.)

Key Result Areas:

Directed plant staff, trades, engineers, maintenance personnel

Established, lead Research & Development programs

Maintained a World Class Manufacturing system within an ISO environment

Participated and lead Labour Negotiation process

Designed and implemented enhancement to overall plant capacity and utilization

Established Building, Equipment and Tooling strategies through PM and TPM

Feasability analysis pertaining to all Capital Assets, Product Development to support large World Market initiatives

Financial and budgetary support to the overall business ROI

Ensured Compliance to EHS, governmental and regulatory agents

EDUCATION

Fanshawe College – Mechanical Engineering (4 year diploma obtained)

University of Wisconsin – Engineering & Business Administration (CEU’s – School of Continuing Education)

Fanshawe College – Computer Integrated Manufacturing (CEU’s – School of Continuing Education)

Humber College – Robotics, Automation & Design (CEU’s – School of Continuing Education)

Walsh & Associates Management Consultants – TQM, Total Quality Management (Certificate obtained)

PROFESSIONAL DEVELOPMENT AND TECHNICAL KNOWLEDGE

Softwares: MS Office,Excel,Word,Power Point,MS Project,AS400,MAPICS,Visual Manufacturing, Axapta, MP2,Maximo

Unique Management Corporation – Coaching & Management Skills (Certificate obtained)

Kepner Tregoe – Analytics & Troubleshooting (Certificate obtained)

Work Well – Implementation and Audit Completed

Lean Manufacturing – Kaizen, Pull System, Kan-Ban, 5S, Pareto, Problem Solving, Root Cause-5 Whys, Hoshin

WCM – World Class Manufacturing Facilitator

Business Finance and Budgeting

Certified Joint Health and Safety Committee Management Member

Health, Safety and the Law

Labour & Employment Law, ESA 2000, CBA Negotiations Lead

Transportation of Dangerous Goods – TDG (Certificate obtained)

Due Diligence – Bill Enactments; SOP prepared, facilitated training of policies and procedures

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