Manager Customer Service

Jeffrey A. Joachim

**** ******** ****** 615-***-****

Nashville, TN 37206 acwiht@r.postjobfree.com

Operations Management Professional

Hands-on leader committed to building a highly motivated, people empowered organization with high quality standards, exceptional communication and teamwork, while meeting and exceeding all company strategic business objectives.

Valuable combination of strategic business insight gained from in-depth Lean Manufacturing experience and the ability to execute and deliver results that align fully with the company’s vision and goals.

Exceptional record of top- and bottom-line results via continuous improvement initiatives focusing on safety, quality, customer service, productivity, inventory reduction, and product cost reductions that result in building a Word Class Organization.

Organizational leadership skills focused on the development and daily use of operational metrics in managing a business.

Key Competencies

Organizational Leadership

Lean Manufacturing

Develop Plant Operating Budgets

Team Building

Shutdowns and Product Transfers

Project Management

Establish Key Performance Metrics

Inventory Reduction

Manufacturing Process Improvement

Quick Change Systems

Policy Deployment

Visual Factory Management

Safety and Quality Performance

One Piece Flow

Kanban

TPM

Standard Work

Value Stream Mapping

Professional Experience

Creative Occasions, Inc. (Nashville, TN) 2014 - Present

A division of Maplehurst Bakeries LLC, Creative Occasions is a high volume cake manufacturing company featuring premium quality, frozen, fully decorated and packaged products. The company presently produces 15,000 to 20,000 cakes per day and distributes these to in-store bakeries, and food service channels throughout the United States and Canada. Creative Occasions Inc. employs approximately 175 associates over a 24 hour, 6 day per week operation.

Director of Manufacturing

Reporting to the President, the Director of Manufacturing is responsible for all manufacturing functions within Creative Occasions, Inc., including the bakery, decorating room, and warehousing. The position has (8) direct reports and over 150 indirect reports which includes production associates. Specific responsibilities include:

Lead the production of all products to ensure that they are manufactured safely, are of the highest quality, on-time, and within budgeted labor standards.

Monitor product standards and implement effective quality control programs.

Implement and drive continuous improvement activities through the implementation of change management processes and best practices.

Ensure that all health and safety guidelines are followed.

Track and eliminate waste in processing.

Participate on Creative Occasion’s management team.

Active member of the Food Safety and Continuity Team.

HAACP Certified.

Contributor to maintaining SQF Level II Plant Certification.

Hayward Pool Products, Inc. 1993 - 2012

A division of Hayward Industries, Inc., Hayward Pool Products is the largest manufacturer of residential swimming pool products in the world. Products include pumps, filters, heaters/heat pumps, cleaners, sanitation, automation, and lighting, with yearly sales in excess of $400M, 7 plants, and 800+ employees.

Plant Manager, Nashville, TN (1999 - 2012)

Promoted to Plant Manager with the assignment to lead the Nashville plant in a comprehensive, company-wide Lean Manufacturing initiative. Directed a facility of 150-200 employees in the manufacture of pool heaters and heat pumps ($80+M in annual sales). Managed facility Operations, which included Production, Manufacturing Engineering, Quality Engineering, and Materials/Supply Chain (4 direct reports), plus HR and Accounting (2 indirect reports). Full accountability of a $12M operating budget.

Led the facility in an intense company-wide transformation into Lean Manufacturing beginning in 1999. At that time, the Nashville plant was a $24M business (31k/yr unit production) with 105 total employees and 56k sq ft of manufacturing space. Company was actively pursuing a larger facility in excess of 150k sq feet.

By 2007, increased overall plant unit output by 90% (59k unit production) within original facility by leading multiple lean production initiatives. During that same period, customer service fulfillment went from 53% to over 95% due to production scheduling changes allowed with the implementation of one-piece flow methodologies in a low volume/medium mix environment.

Developed and implemented a facility Key Performance Indicator (KPI) program in 2007 that provided a daily, weekly, and monthly detailed overview of plant metrics that focused on facility safety, product quality, customer delivery, and labor efficiency. Facility managed with core operating metrics that focused on Safety, Quality, Delivery, and Cost (SQDC) that were communicated in real time to the entire workforce.

Established an intense plant safety program that facilitated achieving 500,000+ hours worked (2+ years) without a lost time accident.

Developed a world class facility culture that increased employee retention rate from a level of 70 days average length of employment in 1997 to 11+ years in 2012. The resulting high level of morale and motivation led directly to improved safety, quality, and productivity.

Led multiple kaizen events, both internal and with key suppliers, that facilitated increased Raw/WIP material inventory turns from 7/yr in 1999 to over 22/yr in 2012. Total inventory reduction in excess of $1.8M.

Led the shutdown and product transfer of (2) heat pump lines to the Nashville facility in 2009 and 2011.

Led multiple kaizen events in a major heater quality improvement initiative beginning in 2008 that facilitated a reduction in product warranty cost from 12% of sales to a less than 3%.

Led multiple kaizen events in a major heat pump quality improvement initiative beginning in 2009 that facilitated a reduction in product warranty cost from 23% of sales to less than 8%.

Production/Manufacturing Engineering Manager, Nashville, TN (1996 - 1999)

Promoted to manage all shop floor production areas across multiple product lines, while maintaining management of both Manufacturing and Quality Engineering. Managed (3) additional direct reports (Fabrication and Assembly Supervisors along with the addition of a second Manufacturing Engineer) for a total of 5 direct reports. Production team members grew to 85 employees by 1999.

Introduced shop floor Team Leader concept to provide individual work cell management.

Worked closely with corporate HR to complete a wage study where average hourly wages were raised to meet/exceed local industry average. This facilitated a major reduction in employee turnover.

Implemented an attendance program that helped reduce absenteeism from 7.4% to less than 3%.

Led the Manufacturing Engineering team in the justification of a new sheet metal punching cell (Fin-Power) that resulted in a yearly cost reduction in excess of $275k.

Manufacturing Engineering / Quality Manager, Nashville, TN (1993 to 1996)

Joined Hayward Pool Products, Inc with the assignment to grow the skill base of the existing Manufacturing Engineering and Quality groups.

Implemented multiple process improvements that allowed for the elimination of a 12 person second shift assembly operation by 1995.

Hired a Quality Engineering Manager in 1994 to focus on the implementation of new quality systems.

PMI Food Equipment Group 1990 – 1993

Global manufacturer of commercial food equipment (ovens, refrigerators, freezers, dishwashers, fryers). PMI, a multi-billion dollar organization with over 19k employees, merged with ITW in 1999 and is now ITW Food Equipment Group.

Senior Manufacturing Engineer, Troy, OH (1992 – 1993)

Complete ME support in the development and implementation of a new dishwasher line.

Project leader for the development and implementation of a wire fabrication cell.

Project leader in the development and implementation of an electrostatic paint system.

Project Site Manager, Darlington, SC (1/92 to 6/92)

Coordinated 7 PMI engineers and 6 temporary engineers in the transfer of two product lines, one to a facility in Baltimore, MD and the second to a facility in Hillsboro, OH

Corporate Industrial Engineer, Baltimore, MD (1990 – 1991)

Joined PMI Food Equipment Group with the assignment to teach Lean Manufacturing principles and assist a PMI facility in full implementation across all product lines.

Member of a 5-person corporate team assigned to implement Lean Manufacturing program across all product lines.

Square D Company, Oxford, OH Facility 1982 – 1989

Square D Company, a global manufacturer of electrical distribution equipment, was acquired by Schneider Electric in 1991. The Oxford, OH facility manufactured primarily busway, with employment of over 300 people.

Industrial Engineer

Coordinated a focused cost reduction program that helped facilitate an increase in attainment from $1.66M in 1987 to over $4M in 1989. Coordinated S/U of similar program at 2 other Square D facilities.

Member of a cross-functional product redesign team for the major facility product (Busway).

Primary Industrial Engineering support for multiple sheet metal fabrication cells.

Education

Master of Science, Manufacturing Management, GMI Engineering & Management Institute (Kettering University), Flint, MI

Bachelor of Science, Industrial and Systems Engineering, The Ohio State University, Columbus, OH

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