Manager Continuous Improvement

Joseph M Parker

Home: 803-***-**** **** Richards Way Drive Office: 980-***-****

Rock Hill, SC 29732

OBJECTIVE

A management position with a progressive organization in need of a talented change leader with proven

abilities in Change Management/Training and Implementation.

AREAS OF PROFESSIONAL EXPERTISE

Management / Organization: A proven record of achieving consistently positive organizational and financial results, reversing negative situations, and enhancing profitability. Excellent leadership skills with experience in directing participative management environments. Able to work pro-actively with senior management, peers, and subordinates alike. Able to liaison among diverse departments to coordinate projects or operations. Poised and confident in handling conflict or difficult situations. Skilled in prioritizing tasks and organizing time, human and material resources to effectively attain corporate objectives.

Manufacturing / Operations: Strong knowledge and management skills in manufacturing operations. Effective operational leadership skills include cost control, productivity, and overall performance. Led the implementation of division-wide Lean Manufacturing process. Gained performance results through designing and implementing totally reengineered departments. Thorough knowledge of technical services and related functions, warehouse operations, distribution, dealer networks, and vendor relations.

Communications / Training: Excellent verbal and written communications skills. Able to articulate technical and/or complex ideas to widely varying audiences. Experienced in the development of training programs and related materials, writing reports and drafting user documentation for operational policies and procedures. Skilled at vendor communications and negotiation, Computer proficient utilizing MS Office, Excel, and Power Point.

AMPLIFICATION OF EXPERIENCE

2004 – Present: CORNELLCOOKSON, INC., Mountain Top, PA

Plant Manager, Gastonia Plant, (2010 –present)

Plant Superintendent, Gastonia Plant, (2005 – 2010)

Continuous Improvement Manager, Gastonia Plant, (2004 – 2005)

As Plant Manager of the Gastonia plant, in charge of day to day operations for 120 office and shop personnel, responsible for managing to P&L objectives, preparing budgets, scheduling, purchasing, quality, safety, maintenance and logistics. Reports directly to Vice President of Manufacturing.

Increased overall plant productivity 40% through continuous improvement implementation

Reduced plant quality defects by 80%

Reduced and maintained on-time and complete shipments from 89.6% to 99.5%

Realized measurable and sustained cost reductions of $377K

As Plant Superintendent worked independently reporting directly to the Plant Manager, responsible for all production, warehousing, quality control, continuous improvement and maintenance functions, meeting schedules, managing and training production supervisors and ensuring compliance to improvement projects.

Reduced lead time from 12.2 days to 7.7 days

Managed four separate department moves to allow installation of new process line while maintaining shipments

Managed a $1.2M installation and start-up for new powder cote line

Selected, trained and replaced entire manufacturing/maintenance supervision staff

As Continuous Improvement Manager worked independently reporting directly to the Plant Manager, responsible for training all associates in Lean Manufacturing Methodologies, developing training program, leading and implementing Kaizen workshops, establishing and tracking improvement results, ensuring lean objectives were met.

Trained all personnel and implemented complete facility 5-S program

Selected, planned and facilitated Kaizen events reducing through put by 76%, reduced operator/material travel by 97%/77% respectively, reduced required floor space by 74%, improved cycle time by 53%

2002-2004: LEAN MANUFACTURING SPECIALISTS, Rock Hill, SC

Owner and President of a Lean Consulting company, responsible for sales, training, implementation of lean training and Kaizen events

Joseph M Parker Page 2

CONTINUATION OF EXPERIENCE

2000-2002: STANLEY DOOR COMPANY, Charlotte, NC

Continuous Improvement Manager – 2000 - 2002

As Continuous Improvement Manager worked independently reporting directly to the Plant Manager, responsible for training all associates in Lean Manufacturing Methodologies, developing training program, leading and implementing Kaizen workshops, establishing and tracking improvement results, ensuring lean objectives were met. I worked directly and trained with consultants from Shingijutsu, Japan.

1989 – 2000: BTR AUTOMOTIVE, Madison Heights, MI

Continuous Improvement Facilitator, Sealing Systems Group (1996 – 2000)

Continuous Improvement Coordinator, Schlegel Division (1994 – 1996)

Industrial Engineer, Schlegel Division (1993 – 1994)

Process Engineer, Schlegel Division 1991 -1993)

Quality Engineer, Schlegel Division (1989 – 1991)

As Continuous Improvement Facilitator of the Sealing System Group (BTR was an international $1.5 billion manufacturing firm with 22,000 employees), in charge of facilitation improvement workshops at various facilities around the U.S. and Canada. Indirectly supervised and trained 5 facilitators to assume workshop responsibilities at the plant level, and assisted in developing continuous improvement programs.

Reduced cost in the Oklahoma plant by $450,000 annually.

Cut the floor space requirements in Iowa plant by 45,000 sq. ft., allowing for new product line while simultaneously eliminating the need for 200 new jobs by reallocating operators.

Decreased the work in process inventories by 75%.

Decreased staffing requirements by 50 associates from a new business quote in Iowa facility.

As Continuous Improvement Coordinator / Industrial Engineer for the Schlegel Division (supplier to BTR facilities throughout the U.S., Canada and Mexico), worked independently and reported directly to the Plant Manager. Determined production standards, prepared quotes for new business, and was involved in new equipment purchases and plant layouts. Selected teams for Kaizen workshops and trained personnel.

Created new labor index tracking report to obtain daily, weekly, monthly and year-to-date data.

Resolved numerous costing problems which resulted in avoiding errors in the quoting system.

Selected by management to facilitate, train, and implement the Toyota Production System throughout the BTR Sealing System organization.

As Process Engineer managed the preventive maintenance program for the Wire Department. Directly supervised 1 associate and 16 associates indirectly. Responsible for machine designs and process supervision.

Developed new process for measuring and controlling warp tension greatly reducing variation in the product.

Designed and implemented new process improvements and preventive maintenance schedules and trained all operators in the new processes.

Reduced set-up and changeover times which increased productivity in one operation by 30%.

As Quality Engineer, performed all quality testing of raw materials and finished goods. Conducted design of experiments, FMEA’s, D-FMEA, and SPC charting and training. Verified material specifications.

Managed quality testing processes

Created test procedures and designed testing equipment for fabric stiffness test.

EDUCATION & PROFESSIONAL TRAINING

1977 – 1983 YORK TECHNICAL COLLEGE – Earned 3 Associate Degrees at night:

Industrial Engineering … Industrial Management … General Business

Training: Time Management (1998) … Facilitation Skills (1996) … Introduction to Industrial Management (1994) … SPC Techniques (1992) … Total Quality Management (1990)

Kaizen Facilitation (1994) … Toyota Production System (1996)

REFERENCES AVIALABLE UPON REQUEST

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