Manufacturing Operations Manager/Executive

Daniel L. Gardner **************@*****.***

*** ******* *****, ********, **** 43119 Cell: 614-***-****

PROFILE

Results oriented, self-motivated leader with high energy, a “can do” attitude, and integrity

Consistent track record of achieving goals and exceeding expectations through continuous improvement and problem solving activity

Adept at fostering an atmosphere of involvement, trust, and synergy in the workplace

Outstanding communicator with the ability to influence key decision-makers and broker complex solutions

Exceptional communication, critical thinking, organizational, strategic planning, motivational, and leadership skills

Proficient in Microsoft Office and ERP systems (Plex, JD Edwards, and C-Core)

EDUCATION

B.U.S. (Bachelor of University Studies)

Major Japan Studies

The University of Utah, Salt Lake City, Utah

CPIM (Certified in Production and Inventory Management) (Kept certificate current through April, 2013)

APICS

PROFESSIONAL EXPERIENCE

AY Manufacturing, Ltd., Columbus, Ohio 1997 – 2016

Manufacturer of 1,000,000+ sunroofs per year on multiple assembly lines. Processes include glass bonding cells, glass encapsulation press, as well as an e-coat (electrodeposition) paint line for metal components. Total associates exceed 350 with annual sales greater than $150M.

Vice President, Manufacturing and Administration 2009 - 2016

Stepped into vice president role as recession was hammering automotive industry. With corporate HR, implemented down-sizing plan that kept morale high and company reputation intact, while minimizing negative impact on company’s bottom line

As top local member of management team, was accountable for company profitability, customer satisfaction, and employee welfare.

Directed continuous efforts to drive out wastes. Efforts culminated in achievement of all financial goals in fiscal year 2015-2016, as well as highest-ever performance levels in the following areas…

…QUALITY: Achieved Honda Quality-Class Category 1 (best) first time ever. Had been steadily improving incrementally over previous 4 years but remained Category 2 (acceptable). Accomplished by improving analysis tools and skills, as well as implementation of a quantifiable sound detection system, which helped cut PPM/IPM$ by half (to <20/<3.0)

…EFFICIENCY: Overall Equipment Effectiveness 94% on assembly lines, reflecting >1% improvement per year over past 3 years. Achieved highest-ever productivity rate (output per labor hour) through persistent continuous improvement efforts

…FIRST-TIME PASS RATES: >97%. Up from ~90% in 2009 despite tighter drawing tolerances/specifications through implementation of visual management tools and process improvements

...SCRAP: Scrap rate reduced by 50+% through improvements to glass bonding processes and procedures

Played key role in improving safety and employee morale, reducing turnover, and eliminating unfair labor complaints through establishment and consistent practice of solid policies and strong communication channels and procedures

Executed primary role in creation and maintenance of company-wide and departmental business plans, as well as monitoring progress and directing measures to fill gaps where necessary

Directed and approved annual reviews and enhancements of company policies

Launched and managed well-received, innovative performance incentive program that played large part in achievement of company’s efficiency, first time pass, quality, and delivery performance goals

Led plant-wide 5S implementation that improved appearance and organization of plant and helped reduce machine down-time

Directed preparation and maintenance activity for successful TS16949 certification since December, 2012

Daniel L. Gardner

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PROFESSIONAL EXPERIENCE (CONTINUED)

Conducted all-associate meetings for 350 employees monthly, communicating company performance, sharing upcoming plans, as well as training and educating associates in areas such as safety and quality

Strengthened company’s characteristics by overseeing implementation of Total Productive Maintenance and “Yachiyo Best Quality” initiatives, as well as lean business practices including significant visual management upgrades

Responsible for oversight of MRP software implementation (C-Core) which resulted in improved material traceability and standardized systems in all of company’s U.S. facilities

Materials Manager 2000 – 2009

Created Materials department business plans and budgets annually with responsibility for inventory management, component planning, scheduling, customer service, shipping, receiving, and material handling

Drove improvement activity that led to company receiving 2003 Honda Delivery Performance Award for excellence in on-time, accurate delivery

Led transportation cost reduction activity that resulted in >30% reduction through such activity as trailer and sea container cubing improvements, regular route analysis/maintenance, and forecasting and inventory accuracy measures that virtually eliminated the need for expedited freight

Material Planning Coordinator 1997 – 2000

Supervised four associates seen as poor performers and turned into top-achieving, benchmark group

Spearheaded materials planning side of successful ERP launch (JD Edwards) that resulted in >90% reduction of parts shortage-caused down-time the first year after implementation

Developed and directed implementation of cycle counting program that effectively eliminated the need for physical inventory counts after January, 1999

Directed and led inventory reduction initiatives that took annual inventory turns from 35 to 60 and sustained lower inventory levels even through expansion of supply-base to low cost regions such as China and Mexico

YUSA Corporation, Washington Court House, OH 1988 – 1997

Japanese-owned automotive supplier of rubber components such as extruded hoses and tubes and anti-vibration engine mounts and suspension bushings

Production Control Supervisor 1991 – 1997

Led team of four material planners/schedulers ensuring on-time delivery of parts to all customers

Led material planning side implementation of MRP software (MAPICS) that enabled a 33% reduction in inventory levels and avoidance of program-end obsolescence

Production Control Associate 1988 – 1991

Developed material planning and scheduling system for newly established (transplanted) tier I supplier of rubber components

Scheduled production processes to efficiently meet customer demand

Planned and ordered components, working with suppliers and carriers to ensure timely delivery

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