Plant & Operations Manager, Director

LARRY W. YOUNG

615-***-**** *.**********@*****.***

*** ******* ***., ************, **., 37129

OPERATIONS, SALES, SUPPLY CHAIN, MANUFACTURING, HR, PROJ. MGMT., WAREHOUSING MGMT.

Results-focused professional manager with proven abilities in sales, strategic planning, operations, project management, supply chain, logistics, warehousing, human resources, quality assurance, procurement, manufacturing, and team building. With the ability to combine skills in business process and develop strategies to create exceptional results and achieve company business objectives. Innate ability to understand the processes necessary to maximize profitability and growth, while building cross functional relationships to create a beneficial team oriented atmosphere, and a well-respected mentor with superior abilities to grow and develop personnel. Experienced administrator and bottom-line analyst with the intrinsic skills necessary to facilitate major alliances, mergers, new startups, programs, projects, product development, manufacturing, with focus on stakeholder objectives and results for new business growth opportunities.

AREAS OF EXPERTISE

Strategic & Tactical Planning ● New Business Development ● Negotiations ● Market Share ●

Team Building ● Cost Reduction ● Product Development ● Profit & Loss ● Negotiation ●Sales Engineering●

Organizational & Process Roadmaps ● Budgeting & Forecasting ● Multi-site Management ● Human Resource Management● Capital Projects ● Diversity ● Market Trends ● Supply Chain Management ● Operations & Warehousing Management ● Project & Program Management ● Lean Manufacturing ● Sales & Marketing ● Engineering Management ● Training ● Logistics ● 3PL Mgmt.

PROFESSIONAL EXPERIENCE

Logistix Worldwide,Inc., Murfreesboro, TN.

Operations & Production Manager, (7/2014 to Present)

Management of production and operations for warehousing, fulfillment, SCM, pick-pack to orders, inventory control, distribution, logistics, quality assurance, 3PL management, multi-customer and product management, shipping & receiving. Implemented 5S, quicker turns on orders, improved production efficiency by 35%, implementing WMS system, implemented cycle count system, decreased customer complaints by 50%, developed KPI metrics for operational control and reporting, developed policies & procedures, implemented forecast system for production scheduling/output, developed training program and visual aids, improved live manual unloading efficiency, space improvements by use of racks, improved throughput by one direction flow methodology.

L&S Residential Construction, Murfreesboro, TN.

Owner/Operator (2/2013-7/2014) (General residential construction).

Construct fences, concrete patios/sidewalks/garages, decks/railing, room remodeling and additions, roofing, landscaping with plants and shrubs design, siding and windows, general painting.

K&S WIRING SYSTEMS, INC., Lavergne, TN (A Sumitomo Company- merged 10/11 into SEWS)

Director of Operations/GM/Plant Manager, (2004-2013)

Multi-location Management control with full P & L responsibilities for plant manufacturing/distribution/warehousing/logistics operations

Directed, negotiated and led Sales activities for expected sales growth from $40M to $350M during this period, while continuously focusing on Operation cost improvements year over year. This was accomplished by focusing on customer needs and service, price competitiveness, product introductions, & cost control. Orchestrated from ground up building expansion project for robotic pipe bending manufacturing startup, which included complete infrastructure, personnel, training, technology transfer, process and equipment validation, which was on time for launch and under budget. Also expanded the Mississippi operations, which was also under budget and on time for 3.5 new car model launches. Added 120 additional associates for new programs

Key Accomplishments:

Reduced and controlled annual operating budgets by an average of 10%.

Achieved annual purchasing materials cost downs through negotiation and Lean Kaizen projects.

Reduced labor cost by 40% and Indirect/SGA by 20%.

Created organizational programs, process roadmaps, and numerous policies/procedures.

Created communication forums basis for operations matters and metric reviews for QCDMS.

Led activities for safety programs and training, which resulted in 8 accident free years.

Reduced obsolescence of 1.5M to less than 200K and maintained or better that level for 5 years.

Reduced logistics cost 25% by using both in-house and outsourced resources.

Received quality awards for 6 consecutive years. Launched 10 new model Programs ( Nissan)

Led activities to obtain ISO/QS9000 certification.

Transitioned 3PL control to complete in-house control for all operations.

Coordinated training and communication activities weekly for new policies/procedures with multi-site locations (TN,MS,MI,MX)

Created synergies with merging company to combine several disciplines to eliminate dual jobs.

Received customer recognition awards and Regional Quality Master Award from OEM for 6 consecutive years.

Managed a series of $25M capital projects for various expansions, maintained at or under budget.

Successful recruiting, training, equipment & process setup to meet customer approval & off tool for new programs.

Expanded space from 100K to 250K sq.ft, at the TN location and 35K to120K sq.ft, at the MS location.

Kaizen various projects resulted in over 1M$ in savings ( 5 M’s, space, recycling, freight, lean mfg., etc)

K&S WIRING SYSTEMS, Lavergne, TN

Sr. Operations Manager (2004-2005) - (promoted to GM), Operation GM (2005-2006) – (promoted to Director/Plt. Mgr. Level)

Recruited to spearhead all activities and negotiations for expansion projects, customer support and improve operations for TN & MS locations. (Reported to SVP & President)

Key Accomplishments:

Created program for focus on QCDDMS and operational metric improvements.

Revamped inventory control system and added new WMS system which improved results from 18% to 100% in first quarter.

Reduced expedited air freight cost from 2.5M$ to less than 200K$ within first year and maintained less than 25K$ years after.

Reduced inventory by 40%; focused on demand forecast, improved inventory turns, and accuracy.

Negotiated and led activities to implement a WMS & ERP control system for warehouse, distribution, logistics and operations.

Architected activities to implement a new sequential delivery pick system.

Implemented a FIFO control system to aid in inventory control.

Led efforts to recover 3.7M$ in aged receivables from OEM customer.

Revamped 3PL operational control and implemented KPI metrics for control of cost and customer satisfaction.

CKR INDUSTRIES, INC., Winchester, TN (Company name changed to TEPRO, INC.) (1992-2003)

Director, Sales/Marketing/Prog.- Proj.Mgmt./ Bus.Dev., Advanced Engineering, Admin., Cost Accounting (1997-2003)

Reported to President/CEO and to Chairman. Key focus was on structuring commercial business models and creating strategic short/mid/ long-term plans for sales, marketing, business development, engineering, program management, costing, equipment, and new startups. Full P & L responsibility for all units/departments/and locations under my direction and accountability.

This was a Rubber/ Plastics/ Metal manufacturing company that produced multiple products and integrator of sealing systems.

Key Accomplishments:

Increased sales from $9M to $150M, and developed strategies for new business development with increase of customer base, alignment of product, introduction of new products, and integration of complete sealing systems, improved technology and materials.

Developed operations to serve Mexico- Sales / Technical office, Sales/Marketing TN office and established Detroit Sales/Technical office to serve customers. Also developed field network for MS/IN/MI/TN to support customer locations. With focus on improved customer satisfaction.

Directed and led efforts to successfully launch 15 new models for OEM customers.

Led efforts to recover over $4M in aged receivables (tooling, pricing, and obsolescence).

Directed cross-functional teams in continuous improvement resulting in substantial savings.

Developed brochure for marketing scheme that unified all company products and services.

Introduced multiple lines of products to gain market share and grow customer base.

Transfer and incorporated multiple technologies, specialty equipment, and systems from Japan.

CKR INDUSTRIES, INC., Winchester, TN.

Program Management Director / Marketing-Sales &Technical Engineering Sr. Manager, (1992-1997).

Gencorp Automotive, Marion, Indiana (Industry for Mfg. of Rubber/ Plastic/ Metal) : ( 1978-1992)

Previous positions within Gencorp Division include:

Division Applications Specialist/Sales Engineering & Vehicle Program Manager (GenCorp, Inc.)

Technical Group Leader & Engineering Manager (process, design, tool & die, maintenance), (DiversiTech-General)

Supervisor Quality Engineering-Quality Control, Production Supervisor (General Tire and Rubber Company)

These companies produced multiple rubber products, rubber to metal and plastic components’, as well as integration of complete sealing systems for automotive, and manufacturing for aerospace, agriculture, and appliance sectors. (Milling, slitting, extrusion, pelletizing, compression, transfer, injection molding, coating, metal stamping etc.)

EDUCATION

Bachelor of Science in Business Administration & Organizational Development

Kennedy Western University, Boise, ID,

Associate in Specialized Business Management,

National Education Corporation, Scranton, PA,

PROFESSIONAL DEVELOPMENT

T.Q.M., Q.F.D., T.O.P.S., S.P.C.,TPM, Q.O.S., Dale Carnegie, AMA –Sales/Business/Marketing Programs

Project &Program Mgmt., Analytical Techniques, Customer Service, Organizational Development

D.O.E.-Taguchi Methods,Deming Principles, Kaizen, Human Resources Programs, Leadership, FMEA

Train the Trainer,5S, Mistake Proofing,Supply Chain, Logistics, Plant Layouts,ISO/QS9000 Auditing & Procedures

Kaizen, OSHA, SHRM, Employment Laws, Team Building, Strategic Partnerships, Quality Techniques, Poka-Yoke

Customer Service, Product Development, Account Management, Procedure Development, S.T.O.P.

VA/VE, Benchmarking, Lean Mfg., Risk Management, Policy Deployment, Microsoft Office Products

Many training activities hosted by Nissan, Honda, GM, Ford, Toyota

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