Management Customer Service

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Daris L. Swepston

~ Home Phone 717-***-****) ~ cell 804-***-**** ~ Email: *********@***.***

http://www.linkedin.com/pub/daris-swepston/47/b87/615 OBJECTIVE

Seeking an operations management position in which I can utilize my team-based leadership skills and experience driving process improvements to increase an operation’s competitive advantage and growth. QUALIFICATIONS

Extensive operations management experience: 22 years of experience in supervisory and/or management positions with three companies during which time I was directly responsible for numerous successful process improvement implementations in both individual and team leadership situations

Self-motivated and believer in continuous self-improvement: continued education and skills improvement seminars throughout career. Courses include “Dealing with employees” and “Plant Layout Design” as well as Lean Six Sigma/DMAIC/TQM training and implementation. ISO9000 including procedure writing.

Skilled at driving continuous improvement, Quality and Safety; for example:

- Baker Equipment: reduced man hours per unit by ~87% for assembly process while simultaneously increasing production output from 2 to 10 units per week; enabled business to keep up with growing market demand while utilizing existing plant and equipment

- National Product division at Manitowoc: improved industry third-party customer service index from 7 in 2012 to 9 in 2015

- Manufacturing plant at Manitowoc: eliminated average accidents per year for over four years running from prior safety average of 3 lost time accidents per year; achieved cost per man hour of $0 for over three years running

Well-rounded collaborator: significant team-based experience outside operations in business-to-business sales enabling stronger understanding of business’ commercial operations; degree in Psychology affords strong interpersonal skills and employee relations

Problem-solver: enjoy solving complicated operations and organizational problems. For example, at Baker and Manitowoc, resolved supply constraints by filling a supply pipeline of truck chassis to an assembly line where 180-day supplier lead times interfered with much shorter customer lead time expectations and needs. This was a complex process improvement to prevent excessive transport, inventory, waiting, or overproduction

WORK HISTORY

Operations Manager II, Manitowoc Crane, Shady Grove 2011-2016 Managed the manufacture and assembly of National, Grove RT and TM crane assemblies and sub-assemblies while implementing Lean manufacturing and leading cultural change to Lean acceptance, safety improvement, and teamwork. My team included two managers, five engineers, five supervisors and 80 hourly FTEs, representing over 150,000 hours of capacity. Responsible for all aspects of factory management for the Grove Sub Assembly operations including cost control procedures, vendor programs, purchasing relationships and annual budget up to $40m. Consistently provided performance below budget averaging $4m return to the bottom line annually over 4 years. Duties included making management decisions based on profit and loss, hourly cost, productivity and other performance measures and schedule requirements. These positions also included safety management duties and supervision of National Crane assembly operations in the Shady Grove National Crane division to include testing, painting and pre-deliver inspection operations.

Commercial and Fleet Consultant, Capital Chevrolet, Pontiac, Buick, GMC, Inc. 2009-2010 Responsibilities included quoting GM commercial vehicles for fleet buyers. Configured and quoted fleet vehicles for federal, state and local municipal contracts in accordance with applicable laws and specifications. Consulted with commercial customers to ensure needs are met by reviewing and determining detailed specifications. Maintained and developed commercial B2B customer relations by calling on customers by visiting with appointment, cold calls, and by phone.

2

JGB Industries; Baker Equipment, Baker Financial Rental and Leasing LLC 1992-2008 Vice President Equipment Management, Baker Financial Rental and Leasing Responsible for all aspects of fleet management for Baker Financial National, including cost control procedures, vendor programs and relationships and fleet transportation, with an annual budget of $7 to $10m. Ensured proper maintenance of equipment per ANSI and DOT requirements. Kept fleet records updated per DMV requirements and state laws including registration, titling and mileage records. Approved all maintenance expenditures. Ensured proper billing to customers or appropriate parties for repairs and damages not covered under the rental contract. Obtained competitive quotations for equipment purchases and equipment repair and all aspects of new equipment acquisition. Evaluated rental fleet specifications standards that will result in the lowest operating costs consistent with marketing requirements. Developed and managed fleet management software and programs including responsibility for the integrity of the fleet management computer system. Worked as a team with company Sales Vice President as necessary and required, including attending sales and marketing shows, customer contract maintenance, equipment rental including contract execution, rental sales and equipment sales. Director of Service /Director of Operations, Baker Equipment Directly responsible for all operations including service, parts, engineering, sales administration (new equipment quoting) and production operations at the Richmond Headquarters and branch facilities in Tampa FL, Atlanta GA, Pottstown PA and Rome NY. Duties included making management decisions based on profit and loss, income-per- employee and other performance measures and schedule requirements. These positions also included safety management duties and direct sales duties. Annual budget approached $20m. Production Supervisor/Product Manager, Baker Equipment Engineering Co. As Production Supervisor, supervised and managed four production assembly operations which install truck-mounted hydraulic and electrical equipment serving the utility and telecommunications industry. The operations under my supervision included three production assembly lines, a body manufacturing facility and assembly line, two paint facilities that included three paint booths, and a finish/PDI shop. As Product Manager, led a team of up to fifty people including hourly production workers, and a production support team including engineers, sales administrators, administrative assistants, supervisors and production lead persons. Team was responsible for quoting, scheduling, designing and installing hydraulic aerial devices and related equipment on commercial truck chassis with an annual budget of $17m. Quality Assurance, Baker Equipment Engineering Co. Developed the company’s first quality system with a team of two other quality experts. Identified quality defects

(deviation from valid requirements) including workmanship, company standards variance as well as manufacturer defects and variances from ANSI and other industry and government recognized organizations. Communicated and identified defects to responsible parties utilizing many correspondence methods both inside the company and with many material and equipment vendors.

Education

BS Psychology with minor in Business, Liberty University

Associates of Arts Psychology, Liberty University

Leadership Development course, Wake Forest University

Project Management, Kelly School of Business, Indiana University

Technical service and management courses including Dana Spicer driveline and Fluid Power certification

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