Kent D. Smith

**** ******* ****, ******, ******* 35126

acw1gq@r.postjobfree.com 205-***-**** (Primary/Cell); 205-***-**** (ALT)

Objective: A resulted oriented Operations, Manufacturing/Production and Warehouse Manager seeks a fulltime role that utilizes his experience, knowledge and training to improve and continue to improve the processes, quality, work environment and overall business strategy for the betterment of the company.

Qualifications Profile

Solid record of achievements, project management including streamlining operations, instituting improvements and reducing overall warehousing costs including inbound international container expenses.

Outstanding problem-solving/troubleshooting skills; with the use of a “hand-on” approach and data able to address and resolve manufacturing, production, warehousing issues and bottlenecks. Excellent leadership, management and motivation acumen; adept at leading work teams to achieve goals and complete tasks on-time and within or under budget.

Highly effective communication, facilitation and training skills; excel in role of liaison between staff, management and clients. Including, specializing in International Liaison activities.

Educational Background

Bachelors – UAB

Criminal Justice – 1997

Associate Degree – Jefferson State Community College

Criminal Justice-1993

Additional Skills and Knowledge

Computer Skills

Windows, Windows Office; Syspro, Excel, PowerPoint, CAD, WMS/AS400, SAP.. Lotus Notes, Outlook, START (MBUSI), Access

Manufacturing Skills

Process auditing VDA6.3,

Powder/liquid coating; Molding- sand cast, permanent mold cast, wood resin cast/mold

Welding- Stick and Mig; Forklift, break presses; PLC- molds, CNC benders

Logistics Management Skills

Lean principles and practices, SAP- Production Planning, General Logistics and Quality Management, QC/QA process and procedures, ISO/ISO 9000 and TS 16949, 5S, Honda metrics, APQP, PPAP, Kazan, Tai Kai, GMP’s, WMS, TPS, Mercedes BKM, VDA 6.3 qualified auditor, Daimler Logistics Audit & Logistics Process Audit

Professional Experience

Bluegrass Supply Chain Services May-July 2016

Warehouse/Site Manager

Managed and directed supervisors and associates with the purpose of following customer designed processes. Liaised with customer on unscheduled/unplanned OT or need to revise processes for safety and/or efficiency improvements.

Managed temp and fulltime hiring and manpower scheduling.

Reason for leaving: Short term contract

Self Employed Dec 2015- April 2016

Conducting pre audits for various companies to prepare and highlight any areas of concern for the actual audits. VDA 6.3, DLA/LPA, TS audits.

EHD Tech-Birmingham, AL Nov/2012-Nov/2015

Supplier Specialist

MBUSI- Supplier Capacity Management Specialist

Using Run@rates, various internal Daimler audits, VDA 6.3 audits and assessments I was able to verify a supplier’s current overall capacity and if it was sufficient to meet current or future Daimler demand. If not sufficient the above was able to spotlight those areas that needed to be addressed.

Through the use of the above processes I was able to discover that a supplier would not have capacity for future business it had been rewarded due to supplier’s misunderstanding of requirements. This allowed for business to be moved to another supplier and thus eliminating any risk to the new product launch and saving millions of dollars in lost time, sales and production.

For new capacity investment worked closely with German buyers to verify needs, costs and Daimler approval process.

For approved capacity investment worked with suppliers through project management role to verify milestones were met and SOP was not at risk. This was accomplished through emails, phone calls, video conferences and onsite visits.

Critical Supplier/Supplier Readiness Specialist;

Deployed to suppliers that was having quality, production or delivery issues.

Identified potential areas of improvement in production and logistics processes at suppliers that were a risk or potential risk to Daimler

Audited critical suppliers for Qhelp status and placement then managed supplier recovery through project management and onsite Daimler or 3rd party presence when needed.

By using this process, I was able to help several suppliers identify issues, determine root cause, develop short and long term countermeasures to these and other issues found. Thus improving delivery and eliminating or greatly reducing the risk or impact to Daimler production.

Technical Tool Tracking

Tracked new tooling from tool kickoff at tooling shop through SWFT and (homeline) 1st production pieces off tool to ensure SOP date was met. Maintain tooling data in SEAT and START programs by contacting supplier tool contacts and onsite visits to tool shops and suppliers.

was effective in reducing tooling production times, discovering and addressing issues before they became issues thus saving on tooling costs and unwarranted lost production of the tools.

Reason for leaving: Contract ended

WKW Erbsloeh- Pell City, AL Oct/2011-July/2012

Dept. / Production Manager

Managed Assembly and Mechanical Departments

Reporting and review of daily KPI; scheduling personnel to meet daily production requirements

Developed and implemented training process for new hires in the assembly department

This training helped the new hire reach the production and quality goals in a more efficient time frame.

Trained departmental staff as well as developed continuous training for staff

This allowed for more efficient and productive use of associates and resources thus improving throughput and eliminating backlog by 10%

Lead corrective action teams with focus on quality and production. Reduced open 8D’s, 28 open with some more than 1yr old, by 90%

Reason for leaving: contract ended with WKW Refused fulltime offer as it is an unstable situational work place at the time.

Summer Classics- Montevallo, AL 8/2009 to July 2011

Asia Operations/LiaisonManager

Within one year directed the supplier from a -3000-piece shipping deficit and an external 4% reject rate to an on time no negative shipping and .005% external rejection rate. This helped with and encouraged sales with this supplier’s product for Summer Classics. By achieving this Summer Classics was more inclined to develop new product with this supplier after almost 3 years of no development.

Managed and led the execution of suppliers manufacturing/production and quality performance as well as the development, testing and approval of new designs/collections.

Reviewed all manufacturing processes and quality systems then implemented changes that met the customers’ expectations thus improving throughput and eliminating back log

Developed and managed actions plans for Chinese Suppliers to continuous improvement.

Participated in the internal manufacturing concerns, logistical issues such as product staging and work flow, reporting of any issue that would negatively impact customer with the Chinese suppliers

Participated in the procurement and price negotiation of new product

Trained Chinese management in QS / ISO 9000 Standards, TS16949

Reduced supplier PPM by 70% thus improving quality rating

Establish Key Performance Indicators for each plant for better transparency

Daily review and reporting of all plant Key Performance Indicators (KPI’s)

Reason for leaving: Position in China eliminated.

High Cotton Direct Marketing -Irondale, AL 5/2006 to 06/2009

Carton Line Production Manager

Managed the execution and scheduling of production and personnel for the department.

Developed and implemented cross training program within the department that allowed for coverage of critical positions during peak production times. This improved production efficiency by reducing the amount of temp help needed to offset the lack of trained permanent workers. Developed a plastic recycling program that made $400.00 dollars a month by recycling shrink wrap and plastics strapping as well as a pallet recycling program that paid $200.00 per trailer load as these items were either thrown or given away.

Daily scheduling of production and reporting of all plant Key Performance Indicators (KPI’s)

Implemented Lean principals into departmental production processes

Coordinate personnel schedules with production

Development of preventive maintenance plan for all production equipment thus reducing downtime and more efficient use of resources

established a companywide 5S program

Implemented Tai Kai Continuous Improvement program

led the recycling program that I developed

Reason for leaving: Laid off due to loss of business and economy downturn

New South Express (Honda Express) - Talladega, AL 08/2004 to 03/2006

Production Supervisor for the Returnable Container Center

By developing/training and implementing a 3rd shift operation into this department the quality of work, delivery/load times, safety, efficiency and the morale of the associates improved with less overtime and stress. The company saved $40,000.00 a year in OT alone. Internal and external delivery times were improved with a decrease in unwarranted OT.

Led and managed the production scheduling and execution.

Daily scheduling of production and reporting of all plant Key Performance Indicators (KPI’s) in the management review meetings

Coordinated personnel schedules with production and delivery/load times for all shifts

Led department wide 5S program

Implemented the Tai Kai Continuous Improvement program that allowed associated to have input and bring ideas to the management team for review and task force assignments

Reason for leaving: Resigned for lack of advancement opportunities

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