Manager Management

STEVE J. LARSON

*** ******** **., ***. *-*, Sturgis, MI 49091 765-***-**** Email: ***************@*****.***

SENIOR OPERATIONS MANAGER

EXECUTIVE SUMMARY

Visionary and results driven Operations Manager that offers a solid, verifiable career track of successfully propelling operational growth and profitability. Outstanding ability to effectively identify opportunities, develop focus and provide tactical business solutions. Exceptional communicator with strong negotiation, problem resolution and client needs assessment aptitude.

PROFILE

Accomplished business manager with an impressive record of achievement in designing strategies, analyses, processes and operations of all production, assy and sub-assy to improve financial performance

Hands on management experience in all facets of business, with notable contributions as an inventory and finance manager, able to build lean organizations and capture emerging business opportunities

Pedigree of proven performance in the following: issue discovery and resolution, contract negotiations, customer relationship management, team collaboration, and process innovation

CORE COMPETENCIES

Strategic Business Planning

Budgeting & Cash Flow Optimization

Team Building & Leadership

Multi-Site Inventory Management

P & L Accountability

Multiple MRP & SAP Management

Purchasing & Inventory Analysis

Client & Vendor Relations

Policy & Procedure Formulation

Material & Production Control/Kanban

Production & Logistics

Supply Chain Management

RECENT EMPLOYMENT EXPERIENCE

MORGAN OLSON, LLC, US-Michigan-Sturgis 2015 – Present

Material Control Manager (2015 – Present)

As Material Control Manager, responsible for managing and establishing procedures for taking and valuing monthly inventories, monitoring maintenance of perpetual inventory system to ensure the highest degree of accuracy throughout the year, directing the write-off of slow moving, excess & obsolescent and damaged inventory to maintain realistic valuation of goods-on-hand, managing the shipping functions of the company and overseeing the storage of purchased parts, sub-assemblies, and finished goods, investigating and solving problems resulting from material shortages, however caused, maintaining a good working knowledge of the ERP software and working to achieve and maintain inventory accuracy in the ERP system, working on continuous improvement in the areas of productivity and quality, planning and directing material handling and activities in keeping with effective operations and cost factors.

Oversaw creation of work orders and approved purchase orders while maintaining material flow.

Developed and implemented inventory control procedures and sequencing of operations within the department to optimize flow.

Created and managed an aggressive cycle count schedule of over 8,000 SKU’s.

Managed JIT of supply chain through shipments to our customers

Monitored service schedules to dealerships.

Implemented new processes and SWI’s to support the organization.

KATECHO, US-Iowa-Des Moines 2014 – 2015

Material Control Manager (2014 – 2015)

As Material Control Manager, responsible for managing and establishing procedures for taking and valuing monthly inventories, monitoring maintenance of perpetual inventory system to ensure the highest degree of accuracy throughout the year, directing the write-off of obsolescent and damaged inventory to maintain realistic valuation of goods-on-hand, managing the shipping functions of the company and overseeing the storage of purchased parts, sub-assemblies, and finished goods, investigating and solving problems resulting from material shortages, however caused, maintaining a good working knowledge of the ERP software and working to achieve and maintain inventory accuracy in the ERP system, managing the disposal of all hazardous waste as well as proper documentation, streamlining operations for maximum efficiency, working on continuous improvement in the areas of productivity and quality, planning and directing material handling and activities in keeping with effective operations and cost factors.

Impacted production control and planning while overseeing material flow

Developed and implemented inventory control procedures and sequencing of operations within the department to optimize flow.

STEVE LARSON PAGE TWO

Managed and directed the Materials Department personnel in the areas of staffing, development and training, and rewarding, reviewing and disciplining associates.

Responsible for all logistic services, low-cost direct billed shipping, and facility capacity planning.

Ensured documentation and system compliance in the Materials Department according to applicable internal requirements to meet regulatory standards (ie. ISO 9001, ISO 13485, and FDS, Title 21 Part 820, QSR, etc.)

C & D TECHNOLOGIES, US-Indiana-Lafayette 2013 – 2014

Materials Manager (2013 – 2014)

As Materials Manager, responsible with maintaining 95% on time delivery to our customers, initiating a 10% decrease in raw material and purchased finished inventory and offering leadership over day to day operations.

Spearheaded methods to identify potential shortages in this unique industry of made to order batteries assembly process.

Exercised leadership in team building, mentoring, and growth among over 200 associates, supervisors, and managers.

Identified and executed lean manufacturing methods over 12/24 month old slow moving, high dollar materials.

Orchestrated over 95% on time delivery to overseas and North American customers of Uninterrupted Power Sources of nuclear and missile silo batteries, telecommunication batteries, among others.

BRIGHTPOINT NORTH AMERICA, US-Indiana-Plainfield 2011 – 2013

Materials Supervisor (2011 – 2013)

As Materials Supervisor, responsible with guiding the team, maintaining 99.5% cycle count accuracy, maintaining 99.9% inventory dollar accuracy, 95% on 6S audits, 4 hour dock to stock receiving, implementing material review board to evaluate causes of scrap and better supplier relations and exercising leadership over daily operations.

Conceptualized, authored and implemented standard operating instructions while adhering to current processes involving production, assembly and kitting of phones and accessories.

Provided leadership in team building, mentoring, and growth among associates.

Managed projects to review inventory accuracies, bin verification and maintenance.

Worked with planning on build plan, attach rates and warehouse transfers to keep operations in supply.

Executed transfer orders among BrightPoint plants and sales orders to outside customers.

Worked with procurement on receiving discrepancies involving shortages/overages, damages, P.O.’s, non-inventory items as well as unidentifiable materials.

Worked cross-functionally with other members of the organization to keep equipment running, maintaining supplies and other duties.

Performed lockdown procedures after identifying items not used over 90 days to help increase sales to future customer prospects.

NSK PRECISION AMERICA INC, US-Indiana-Franklin 2010 – 2011

Production Manager (2010 – 2011)

As Production Manager, responsible with learning product mix, delivery, and current production challenges. Worked closely with production planning department to maintain customer schedules, implemented lean manufacturing practices, reduced WIP and directed the day-to-day production towards those goals/objectives so execution is part of the organization’s everyday effort.

Analyzed demand forecasts, inventory levels and production capacity to determine short-range and long-range plans.

Organized and analyzed manual production systems to include departmental production and labor tracking, performance analysis, and line scheduling.

Demonstrated leadership and direction through communication with team members at all levels of the company.

Ensured employee relation consistency on the floor across departments and all shifts.

Developed staffing and labor efficiency plans to include aggressive cross-training initiatives.

Produced weekly, monthly and quarterly reports as directed.

Implemented cost reduction and lean principles in all aspects of production.

Synchronized production and assembly schedules while minimizing scrap and increasing capacity from 6,500 pieces per day to over 10,000 while ensuring company objectives are achieved.

Oversaw plans to operate 24/7 while allowing employees time off with zero downtime and minimal overtime.

Created elaborate tracking system to track production and focus on bottleneck departments.

Executed recording system to track direct labor’s performance and training.

Presented plant performance in Operations and Summary meetings to Plant Manager, COO, VP of Operations and Sales.

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CHRYSLER LLC, US-Indiana-Kokomo 1995 – 2008

Material Control Supervisor (2006 – 2008)

High profile supervisor charged with furnishing leadership over daily operations, shift change and staff meetings for 35 employees in shipping/receiving and production/assembly.

Orchestrated production, assy and sub-assy schedules to guarantee our daily rate with zero downtime.

Engineered directives to reduce number of service assembly and sub-assembly parts past due per our shipping requirements from over 300 parts to less than 10 in less than 1 year.

Conceptualized innovative concept to identify which department was the bottleneck of each and every part number and get a committed/attainable service part build schedule in sub-assembly and assembly depts.

Mentored coworkers and upper management on lean manufacturing initiatives that would dramatically reduce inventory float levels without running out of parts saving over $30M in inventory.

Authored financial control document on how to properly account for scrap utilized by supplemental capacity suppliers saving $100K’s. This was authored for all parts including production, assy and sub-assy.

Oversaw and sustained production/assy/sub-assy schedules to ensure company objectives are achieved.

Launched part containerization for line side presentation for all part types.

Non-production Material Analyst (2004 – 2006)

As Material Analyst, challenged to follow-up on non-productive material in plant for maintenance personnel as well as establish part numbers for restricted/hazardous materials.

Spearheaded shipping procedures for tooling and machine parts.

Organized and inputted requests for materials to ensure proper cost allocation.

Steered activities to retain accurate inventory levels and records in regards to pricing.

Guided initiatives that were implemented to ensure all receipts of materials entering plant with or without proper paperwork were addressed.

Bailment/Records/Supplemental Analyst (2001 – 2004)

Lead Analyst accountable for executing and processing reconciliations for miscellaneous receipts, foreign receipts, supplemental inventory adjustments, in-transit adjustments, pseudo receipts, old in-transit and advanced shipping notices.

Instrumental contributor to advancement of several inventory management and security systems.

Verified and approved receipts for duplication, disputes, and deviations.

Collaborated with logistic coordinators on in-transit floats in addition to instituting float levels for accurate release to suppliers.

Executed proper bills of material records and changing effectivity dates with engineering part changes and also while phasing in/out suppliers.

Service Scheduler (2000 – 2001)

As Service Scheduler, selected by organization to conserve record integrity, furnish delivery schedules to customers, synchronize material, preserve bills of material records, enter online shippers, correct rejected advanced shipping notices and adjust receiving discrepancies.

Modified release schedules for production, assy and sub-assy parts that were rejected by MOPAR.

Regulated purchase orders for pack sizes and lead-times for all part types.

Utilized manufacturing group accounting to formulate costs for finished and in-process materials.

Coordinated potential buyers of excess and obsolete material as well as other outside sales in excess of costs.

Production Control Analyst (1997 – 2000)

As Production Analyst, responsible for constructing and updating releases, crafting purchase orders, maintaining supplier contacts, reconciling errors in records and evaluating inventory floats for all production, assy and sub-assy.

Communicated with suppliers to affirm production in plant.

Facilitated filing of unsatisfactory supplier performance reports.

Elected by organization to uphold QS9000 controlled documents and wrote Standard Operating Procedures.

Directed proper inventory flow throughout the plant.

STEVE LARSON PAGE FOUR

PREVIOUS EMPLOYMENT EXPERIENCE

Manufacturing & Tool Engineering Clerk, CHRYSLER CORP, US-Indiana-Kokomo 1996 – 1997

Non-production Material Analyst, CHRYSLER CORP, US-Indiana-Kokomo 1996 – 1996

Payroll Clerk, CHRYSLER CORP, US-Indiana-Kokomo 1995 – 1995

EDUCATION AND PROFESSIONAL DEVELOPMENT

Master of Business Administration, Indiana University-Kokomo, US-Indiana-Kokomo

Bachelor of Science in Accounting, Southern Illinois University-Carbondale, US-Illinois-Carbondale

PQI (Product Quality Improvement) certification

STRS (Salary Time Recording System) certification

OSHA (Occupational Safety & Health Administration) certification

Completed Training: Leadership, COS (Chrysler Operating Systems), Hazardous Waste, QS9000 (Quality Standard 9000) Leadership, SMART (Supplier Material Resource Tracking), PCO (Production Control Operations), PFMEA (Problem Failure Mode Evaluation & Analysis), LPA (Layered Process Audits), Control Plan Development and Execution, LEAN Assessments, PPSR (Practical Problem Solving Reports), NCT (Non-Conformance Ticket)

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