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Vice President of Operations/Director of Manufacturing/Plant Manager

Location:
Naperville, IL, 60540
Posted:
July 21, 2016

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Resume:

David M. Flynn

Naperville, Illinois

630-***-****

acvsrq@r.postjobfree.com

https://www.linkedin.com/pub/dave-flynn/1b/567/199

CAREER SUMMARY

Accomplished manufacturing executive with over 30 years of proven experience in operations, materials management, maintenance, engineering, distribution, warehousing, quality, safety, and customer service. Rapid job growth with broad exposure and consistently greater responsibilities in diverse manufacturing environments. Proven ability to plan, analyze and resolve a wide range of organization and technical problems. Skilled team builder effectively coordinated diverse interests and talents to resolve issues. Demonstrated capacity to plan and manage multi-million dollar capital and operating budgets with keen financial awareness and sensitivity to profits in a multi-site manufacturing environment.

DEMONSTRATED STRENGTHS

Lean Manufacturing * Six Sigma * Multi-Site Responsibility * OSHA/EPA * Employee Motivation * Process Improvement * Problem Solving * Operational P&L * Cost Reduction and Avoidance * Strong Leadership Skills * Continuous Improvement * GMP/JIT/TQM * Union/Non-Union * Inventory Management/MRPII

EXPERIENCE

David M. Flynn - Consultant (2015 – 2016)

Worked with local privately held liquid filter manufacturer to setup operational performance standards.

Established key performance metrics such as OTD, daily production recording and scrap analysis

Introduced 5S program for housekeeping improvement

Used lean techniques to reduce % of direct labor to sales from 20.4% to 15.8%

Pall Corporation (2014 – 2015)

A $3 billion company focused on filtration, separation, and purification solutions to meet the critical fluid management needs of their customers.

Plant Manager, 2014 – 2015

Direct all activities associated with the manufacturing of over 35,000 filter and housing SKUs. Responsible for production, distribution, purchasing, scheduling, inventory control, maintenance, engineering, and human resources.

Reduced weekly OT by 25%, annualized savings of over $100,000 when achieved

Reduced labor as a percent of cost of goods sold from 14.3% to 11.7%

Continuous focus on efficiencies and quality driving improved customer service; customer service levels increased approximately 10% year to date

Responsible for four injection molding machines that produced products ranging from plastic flanges to plastic vessels

Filtration Group LLC (1993 – 2014)

A $125 million division of Filtration Group producing air, liquid and process filters to provide a filtration solution for every filter situation.

Vice President of Operations, 2010-2014

Directed all manufacturing and distribution activities for seven manufacturing facilities located throughout the US.

Introduced two new product lines that generated $3 million in revenue the first year at 35% margins

Used lean techniques to reduce our manufacturing footprint from 7 to 4 operating facilities, resulting in saving $3.5 million annually

Spearheaded a cross-functional process improvement team focused on improving throughput and reducing scrap, saving $1.75 million annually

Had full operational P&L responsibility and was profitable all 20 years

Led project team that successfully achieved ISO 9000/9001 for all manufacturing sites

Held organizational leadership role with 12 direct reports and over 650 hourly employees

Traveled 40% of the time to visit satellite locations to drive performance optimization through frequent metrics reviews and tight budget accountability

Director of Manufacturing, 1997-2010

Promoted by President to restructure the operation, warehouse and customer service functions to achieve higher service levels, increase sales and lower costs.

Introduced six new pleat automation lines that improved quality, reduced labor and increased margins 23%

Revamped the focus on customer service to improve service levels from 73% to over 95% OTD

Added four manufacturing locations strategically located in close proximity to key customers to help grow sales and provide a national presence.

Directed task force that implemented MRPII system, MFG/PRO, at all US and Canadian sites

Plant Manager, Joliet, Illinois, 1993-1997

Managed production, distribution, purchasing, human resources, scheduling, inventory control, engineering, maintenance and customer service.

Improved customer service levels by 25%

Reduced labor as a percent of cost of goods sold by 4%, saving $150,000 annually

Reduced material as a percent of cost of goods sold by 6%, saving $250,000 annually

Defeated union organizing attempt first year on job

Avon Product Inc. (1984 – 1993)

The Morton Grove facility is a multi-plant operation, producing and nationally marketing a wide range of consumer products.

Business Unit Manager, 1989 – 1993

Operating and profit responsibility for a $200 million manufacturing unit producing lotion, tube, and cream products, with 92 employees and an $8.6 million overhead budget. Managed a multi-shift direct-staff of 12. Total product line accountability includes operations, operating profit, quality, industrial engineering, R&D, materials, employee development and customer service, within a fully participative team environment.

Introduced work redesign, empowerment, J.I.T. techniques, quality, productivity improvement, and managing diversity as part of a Team Directed Work Force initiative

Decreased operational inventory $850,000 and cut obsolete inventory $650,000, totaling $1.5 million in one year. Reduced overhead $45,000 by eliminating a Labor Deployment position and cross training operators

Master Scheduler, 1986 – 1988

Prioritized orders, and managed plant loading to optimize capacity and reduce operating costs. Scheduled direct labor, and coordinated packaging equipment use for all production units. Utilized an AMAPS MRPII manufacturing and inventory system.

Packaging Supervisor, 1984 – 1985

Coordinated facility packaging operations for all production units with 15 to 90 direct labor employees on the two night shifts.

EDUCATION AND SPECIAL TRAINING

BS Business Administration St. Joseph College

Numerous corporate training courses including: Finance for Non-financial Managers; MRPII, Problem Solving; QES (Quality Education); Zengler-Miller Interpersonal Skills Training; SMED Training; DISK Analysis and Styles Training; TQM and JIT Training.



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