Christopher DeConti

** ****** ******** *****

Simsbury, CT 06070

860-***-****

acxcve@r.postjobfree.com

November 2, 2016

RE: Continuous Improvement Manager

I am very interested in the Continuous Improvement Manager Position. My experience includes more than 20 years in Manufacturing Operations. I know what it takes to have a fully engaged workforce, driving excellence through continuous improvement in all areas of the business, I am confident that with my background and skill set I can make a long-term contribution to your client.

Recent key accomplishments include:

Developed a learning culture based on continuous improvement and leadership development to drive growth and productivity.

Lead significant Lean Manufacturing effort to transform current culture to reduce waste and improve productivity to support growth, improve safety, and provide better working environment.

Establishment of objectives matrix for management team with measurable goals tied to overall business objectives (Policy Deployment)

Drove on-time performance from 69% to 97%

Upgrading of key positions (salary and hourly)

Lead all US based manufacturing plants to drive improvements in cost and on-time delivery based on the processes and results of my division.

Development of New Product Development Organization, U.S. Operations.

Construction and staffing of state-of-the-art Tooling Center to support new product development

I enjoy working with team members at all levels of the business. My success comes from helping others reach their potential to achieve beyond what they thought was possible. Providing opportunities and support to cultivate a strong, winning culture has been rewarding for those I have worked with as well as myself.

I look forward to discussing this opportunity and my accomplishments in more detail.

Sincerely,

Christopher DeConti

Christopher DeConti

55 Dorset Crossing Drive

Simsbury, Connecticut 06070

860-***-****

acxcve@r.postjobfree.com

Summary Results-oriented leader with extensive experience in Operations Management and a proven track record of maximizing the performance of manufacturing organizations. Specific experience in the area of Lean Manufacturing, Culture Change, and Leadership Development.

Experience

LIGHT METALS COLORING, Southington, Connecticut

2014 – 10/16 VP Manufacturing

18MM Specialty Metal Finishing Business

Improved order velocity by 50% 8 to 4 days

Developed business accountability and alignment of strategic goals through policy deployment at all levels of the business.

Lead significant change to create a problem solving, continuous improvement culture to improve quality, delivery, and safety.

ULBRICH STAINLESS STEEL AND SPECIAL METALS, North Haven, Connecticut

2005 – 2014 Director of Operations

Lead 35MM Specialty Products Division

Full P&L Responsibility

Leading significant Lean Manufacturing efforts to transform current culture to reduce waste and improve productivity to support growth, improve safety, and provide better working environment.

Developed staffing and processes to support extensive R&D and rapid new product development efforts

Drove efforts to increase business revenue by 20% over past 3 years through increased productivity and new product development.

Significant improvement of on-time performance and past due orders.

Developed and led the addition of a tooling center to support growth and capability of tooling associated with shaped products.

ASSOCIATED SPRING, BARNES GROUP, Bristol, Connecticut

2002 – 2005 Director of Manufacturing

40MM Tier I/II automotive parts supplier.

High Volume Production – Stamping and Wire Forming Operations.

Drove past due dollars to zero and increased customer service from mid 80% to over 97% in 3 months

Increased Sales/labor hour by 12.4% over plan and a 15.6% increase over prior year

Developed comprehensive asset reduction program to aggressively reduce the plants unused and excess assets.

Christopher DeConti

STANLEY TOOLS PRODUCT GROUP, New Britain, Connecticut

2000 – 2002 Global Materials Manager

Responsible for the management and optimization of global inventory and customer service for the Product Group.

Maintained 97% fill-rates while reducing FG Inventory by 10 Days

Drove $20MM reductions in Raw and WIP inventory in 2001

Manage a global workforce of 45 people.

STANLEY HARDWARE, New Britain, Connecticut

1998 – 2000 Plant Manager

Responsible for a 55MM dollar consumer and commercial hardware business. Stamping plant - hinges and miscellaneous hardware.

Full P&L responsibility for this plant reporting to the Vice President of Operations.

Manage high level of union activity during plant downsizing.

Provided the leadership and direction to design and implement a specialty hardware business into existing sister facility.

STANLEY TOOLS PRODUCT GROUP, New Britain, Connecticut

1997 – 1998 Manufacturing Business Analyst, Corporate

Developed strategic product and plant rationalization programs to maximize customer service and reduce costs. (Plant closures)

Established global metrics to drive productivity and growth.

Designed and implemented “Manufacturing Plant Scorecard” a best-practice tracking tool used globally by all manufacturing facilities to control operations costs vs. output

STANLEY TOOLS, New Britain, Connecticut

1995 – 1997 Business Unit Manager

Responsible for the manufacture of blade and spring components used in tape rule products for North America, Asia and Europe a 210MM/year business.

Manage a staff of 9 salary and 82 unionized hourly associates across 3 shifts.

Implemented a CMM System. (Computerized Maintenance Management System).

Led program to select and implement outsourced MRO Supplier.

Implemented a Visual Factory in the areas of production goals and

tracking, machine utilization, scrap, maintenance, and material replenishment.

Reduced Raw and In-process inventories by 1.5MM in 6 months using Kanban system and Direct-to-Line replenishment programs. (VMI – Programs with key vendors)

Implemented TPM (Total Productive Maintenance) Program on key equipment in the facility.

Drove process changes to increase productivity by 25%–36% in high volume manufacturing areas with zero cost to implement.

Hands on experience utilizing Lean Manufacturing/Kaizen concepts and strategies.

Negotiated changes in labor agreement to allow for employee, “Pay for Skill” Program. Providing needed flexibility with job classifications.

Christopher DeConti

Education

University of Phoenix

Bachelor of Science in Business, Information Systems

August 2000

GPA 3.81

Middlesex Community College

September 1994 –1996

Major: Business Administration

Seminars/Training

Studied Lean Manufacturing/Kaizen with Shingjutsu Consultants (Japan)

Predictive Index (PI) 2006

Barnes Group – Leadership Program – 2003

QS9000 Certified Auditor

Stanley Leadership Program - 2000

Demand Flow Technology, World Wide Flow College, Denver, CO

Dale Carnegie: Effective Speaking and Human Relations

Zenger Miller, Inc.: Frontline Leadership

Keywords

Manufacturing, A3, Visual Management, Culture Change, Visual Factory, New Product Development, Management, Leadership Development, CMMS, Kaizen, Lean Manufacturing, Takt Time, Financial Analysis, Strategic Planning, VMI, Scorecards, Demand Flow, Computers, Leadership, Unions, ISO9000, TS16949, Cost Control, Inventory Management, MRP, Materials Management, ERP, Process Improvement, Sales Management, Quality Systems, EH&S, TPM

Contact this candidate