Customer Service Manager
Resume:
VERNON FULLER
*** ********* ***** **** ****, South Carolina 29730
********@*****.*** https://www.linkedin.com/in/vernfuller
SUMMARY
A proven and results-oriented senior manufacturing and operations executive with demonstrated experience in flexible and rigid packaging, automotive, and consumer products industries. Leverages strong analytical and problem-solving skills to improve workflow processes to generate breakthrough production results and deliver high-quality products. A highly motivated and pioneering leader who empowers an organization to operate at optimal efficiency and exceed objectives.
Profit and Loss Lean Manufacturing Cost Control
Capital Planning Six Sigma Shipping and Distribution
Production Management Collective Bargaining Quality Improvement
Scrap Reduction Project Management Inventory Control
Customer Service Best Practices Systems Turnarounds
EXPERIENCE
ESSENTRA, PLC, Charlotte, North Carolina
Vice President, Operations, 2016
Led operations, including production, shipping and distribution, customer service, and capital planning of seven manufacturing sites with 1,200 non-union employees producing medical products packaging.
Implemented operational initiatives improving profitability to $2,500,000 per month.
Reduced lead time to order fulfillment by 25%.
Completed capital restructuring projects totaling $2,000,000 in two plants.
NOVOLEX, LLC, Charlotte, North Carolina
Vice President, Operations, 2013-2015
Led operations, including production, shipping and distribution, customer service, and capital planning of 12 manufacturing sites with 1,250 non-union employees producing plastic retail bags and industrial liners. Implemented standard work and process improvements. Transformed safety through employee behavioral correction and hardware upgrade.
Increased labor efficiency by 9%.
Improved production records for OEE and throughput by 13%.
Decreased OSHA Total Incident Rate by 29% from 3.1 to .9.
Improved product quality to highest level ever as measured by customer feedback, improving quality by 20%.
Developed and implemented site rationalization plan for one and half year payback generating $4,000,000 annually.
GRAHAM PACKAGING, York, Pennsylvania
Director, Operations, 2012-2013
Led operations, including production, shipping and distribution, customer service, and capital planning of seven manufacturing sites with 900 unionized employees producing rigid plastic containers.
Improved financial performance of all seven sites elevating sites from bottom ten sites to top ten sites in company.
Developed and implemented site rationalization plan with two-year payback generating $3,000,000 annually.
Implemented process standardization and best practices system. Facilitated OEE, quality, and safety improvements across all sites simultaneously.
EXOPACK HOLDINGS, Chicago, Illinois
Vice President, Operations, 2011-2012
Led nine manufacturing sites, including production, shipping and distribution, customer service, and capital planning, with 600 non-union and 400 unionized employees producing plastic consumer goods packaging.
Reduced waste by 35%.
Increased EBITDA of largest operation by 100%.
Negotiated five-year collective bargaining agreement.
Implemented process standardization and best practices system across all operations.
RUSTOLEUM CORPORATION, Vernon Hills, Illinois
Vice President, Manufacturing & Engineering, 2009-2011
Led operations of eight manufacturing sites with 600 non-union employees and management of $2,500,000 capital plan for all U.S. operations producing industrial and consumer coatings. Developed Lean Manufacturing system implemented at all sites. Implemented process standardization and best practices system across all operations.
Increased overall throughput by 11%.
Improved labor productivity by 7% with minimal capital investment.
Reformed safety performance as measured by OSHA by 32%.
Set records in seven operations for all-time-lowest conversion cost for facilities, achieving annual operational improvement of $750,000.
Facilitated OEE, quality, and safety improvements across all sites simultaneously.
Plant Manager, Pleasant Prairie, Wisconsin, 2006-2009
Oversaw profit and loss of $100,000,000 budget, customer and sales interfaces, and 235 non-union employees in three plants. Transformed operations. Led development and implementation of comprehensive new product introduction system for company.
Increased overall throughput without capital investment by 16% and labor productivity by 18%.
Reduced process scrap and rework by 50%, saving $2,000,000 annually.
Improved OSHA Total Incident Rate from 4.25 to .83, totaling 19.5% reduction.
Transformed inventory turns by 17%.
Decreased conversion cost to manufacture by 9%.
Cut time to market for new products by 80%.
ADDITIONAL EXPERIENCE
HAYES LEMMERZ INTERNATIONAL, Gainesville, Georgia, Plant General Manager, 2003-2005. Oversaw profit and loss management of $150,000,000 budget and 270 non-union employees producing cast aluminum wheels. Managed customer and sales interfaces in cast aluminum wheel manufacturing facility. Designed and implemented gainsharing incentive system. Decreased PPM by 95% and warranty returns by 98%. Slashed inventory, including direct materials, WIP, and finished goods, by 70%. Reduced OSHA recordable injury rate from ten to three, a 70% improvement. Reduced absenteeism from six to .5, a 90% improvement. Improved on-time delivery to 100% with no premium freight charges for more than two years. Set quarterly productivity record for company, realizing 15% cost reduction.
REXAM, PLC, Bishopville, South Carolina, Plant Manager, 1999-2003. Oversaw plant profit and loss, customer service, and sales. Managed union relations, contract negotiations, and 130 unionized personnel producing 5,500,000 aluminum beverage cans per day. Directed plant implementation of multiple TPM systems, including raw material Kanban and Six Sigma qualifications. Established productivity records for 19 consecutive months, transforming operation for one of company’s least efficient plants. Achieved 20% reduction in scrap, setting facility record. Boosted plant’s operational efficiency by 14%, outperforming 14 similar facilities. Recognized annual operational cost savings of $2,500,000.
ARLON, INC., Delaware and California, Plant Manager, 1996-1999.
DEVRO, INC., New Jersey, Plant Manager and Maintenance Manager, 1994-1996.
PROCTER & GAMBLE, Wisconsin, Maintenance Systems Manager, 1990-1994.
MILITARY EXPERIENCE
UNITED STATES ARMY, Captain, 1985-1990. Ranked as top tank commander in United States Army European Command. Established equipment defect priority system boosting vehicle operational readiness by 5.5%. Recognized as highest of 18 similar units.
EDUCATION
KENNEDY-WESTERN UNIVERSITY, Thousand Oaks, California
M.B.A., 2001
UNITED STATES MILITARY ACADEMY, West Point, New York
B.S., Mechanical Engineering, 1985
CERTIFICATIONS
Engineer in Training (EIT)
Six Sigma Green Belt
AFFILIATIONS
American Society of Mechanical Engineers (ASME)
Society of Manufacturing Engineers (SME)
TECHNICAL SKILLS
Lean Manufacturing expert, trained directly by senior management from Toyota (Japan).
SAP, JD Edwards, BPICS, and Baan proficient.
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