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

FRANK ORLANDO Bristol, CT *****

acxopg@r.postjobfree.com 860-***-****

OBJECTIVE:

Seasoned and highly successful senior business management professional; results focused, entrepreneurial and practical with 15+ year’s customer-focused leadership experience is seeking a Ops Management position to best utilize my experience in the following functional competencies:

Branch Management - Customer Service - P&L Management – Operations Management

Safety Management – LEAN Implementation – Continuous Improvement – Inventory Management

Vendor Sourcing & Negotiating – 5S (+1) Philosophy Implementation -

Other professional qualities include:

Successful in creating and implementing strategic plans, establishing and administering budgets and developing improved processes to meet both short and long term sales and operations objectives

Consistently build highly motivated, productive, and diverse teams through hiring practices, coaching techniques and seasoned leadership

Experienced in operations restructuring to address business growth, cost reductions and improve customer service

Able to implement vision to achieve company goals to meet/surpass expectations while maintaining quality, safety and customer service

Expert in developing and executing Continuous Improvement, “Lean”, 6S, DFM and VFM programs.

Extensive understanding of enterprise management software systems and the marriage of technology to the enterprise to increase efficiency and productivity

PROFESSIONAL EXPERIENCE:

Huttig Building Products, Newington, CT

OPERATIONS MANAGER – CT BRANCH 2013 to Present

Put in place meaningful changes and upgrades to the production, distribution and transportation elements in the Newington branch to build customer service levels and increase sales. Manage day-to-day operations for 140,000 SF of distribution and production activities located in 5 warehouses under one roof. Control and direct a delivery fleet of trucks and tractor-trailers including maintenance and service requirements along with fuel and DOT reporting.

Built strong relationships with supervisors and line leaders communicating goals and expectations - consistently coach and develop my staff to do more and to do it better

Reorganized and realigned Pre-Finished department reducing lead time from 5 weeks to 2, instituted reporting and expediting system which increased communication to inside sales departments across Huttig's 5 regional branches.

Restructured production, warehouse and delivery team member duties and responsibilities which has increased customer service by decreasing lead times and order error rates

Instituted continuous improvement programs throughout the branch including 6S exercises and VFM activities

Streamlined product delivery procedures to customers as well as between the Newington branch and 4 other regional branches resulting in consistent performance and a rise in CSI (Customer Satisfaction Index)

Manage and control operations expenses analyzing each and reaching out to vendors for cost reductions

Ring’s End Inc., Darien, CT

DIVISION MANAGER – INSTALLATION SERVICES 2009 to 2013

Ultimate responsibility for entire Window, Millwork & Door Installation Services Division including sales, installation, service and P&L accountability. Manage installation staff and sub-contractors, determine schedules and establish metrics for most cost-effective use of resources. Review financial statements, sales activity reports, and other performance data to measure productivity and goal achievement and to determine areas needing cost reduction and program improvement. Locate, select, and procure merchandise for sale and installation, manage the movement of goods into the warehouse and out to jobsite. Establish performance goals along with employees, emphasizing personal growth, productivity, profitability, and customer service.

Built a full-service sales and installation division with 3 direct staff reports and 4 sub-contractor partners

Took revenues from dollar zero to $3 Million, developed scalable infrastructure

Developed policies and procedures for project pricing, contracts, agreements and final job margins

Established procedures for sales tracking, order entry, material delivery, installation and service

C&S Distributors, Inc, South Windsor, CT

GENERAL/OPERATIONS MANAGER – WINDOW & DOOR MANUFACTURING 2001 to 2009

Ultimate responsibility for entire window, millwork & door manufacturing, sales and service operations with P&L accountability in make-to-order production environment. Heavy focus on sales support and customer service efforts managing these groups and providing appropriate tools, philosophy, direction and direct support. Established standard operating policies and procedures and efficiency metrics throughout the organization for product assembly, material handling, finished goods shipping, service and process certifications. Built a motivated team through planning and behavioral interviewing hiring practices. Created a team spirited atmosphere through “want-to” management style.

Managed a full-service division of 10 direct staff reports and 45 hourly employees.

Drove division sales rate from $12MM to $18MM

Developed and implemented a cost and inventory reduction program netting 12% savings in COGS and a 25% reduction in SKU count

Implemented LEAN philosophy throughout supply chain, distribution and manufacturing operations realizing a 20% savings in direct labor rate (as measured by man-hours/unit produced)

Interview, hire, train and develop personnel; perform evaluations and decided on salary increases and promotions; enforced OSHA regulations as required.

Owen Tool & Manufacturing Company, Inc., Southington, CT

GENERAL/PLANT MANAGER - MANUFACTURING 1998 to 2001

Ultimate responsibility for entire stamping, screw machine and metal forming operations in job-shop environment including production, facilities, engineering, tool & fixture making, sales, P&L and administrative functions serving OEM commercial and Tier 2 automotive customer markets. Responsible for strategic business plan development and implementation. Lead the company in successfully complying with OSHA’s Power Press Initiatives of 1997.

Implemented enterprise-wide quotation & production control software package which allowed us to accurately track costs and increase sales by 15%.

Executed an inventory reduction program which reduced raw material and WIP levels 33%

EDUCATION & CONTINUING TRAINING:

B.S. Degree in Management, Post University, Waterbury, CT.

A.S. Degree in Electrical Engineering, Waterbury State Technical College, Waterbury, CT.

5S (+1) Implementation Certificate Training, Saddle Island Institute

Visual Factory Management Certificate Training, Saddle Island Institute

Bullet Proof Manager Seminar Series, CrestCom International

EPA Lead Certified Renovator

OSHA 10 Work-Site Safety Certification

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