VP operations

Charles W. Lamb

**** **** **** ~ Morris, IL *****

815-***-**** acxxi4@r.postjobfree.com

Executive Leadership

Innovative, results-oriented Operations Executive with proven success in building organizations from the ground up and enhancing struggling operations to maximize performance.

Expertise in manufacturing, product development and sales, managing multi-site plants and business units to enhance market share and increase profit margins in competitive wholesale and retail markets.

Comprehensive experience with full P&L responsibility of up to $1 billion, leading organizations serving the energy, capital and consumer products value streams.

Broad market and technical background with demonstrated ability to design, construct, launch and lead highly complex, technical and sophisticated manufacturing systems in national and international markets.

Strategic visionary with a clear sense of purpose and urgency when tasked with improving operations or managing rapid growth.

Able to define and quantify key enhancement opportunities, gain internal and external team support and maintain operational discipline to execute and deliver improved results.

Market Penetration Product Innovation Brand Development Value Proposition Business Development LT Fixed Contracts

Revenue Growth Global Leadership Customer Satisfaction

Professional Experience

TRINITY PRODUCTS INC, O’Fallon, MO 2014 – Present

Privately-held joint venture that operates multiple fabrication and pipe-making facilities

Director of Operations and Executive Committee Member

Lead all operations of multiple fabrication and pipe-making facilities, managing $100 million P&L and 120 employees.

Developed and instituted production metrics for fabrication shops.

Implemented product traceability system (including country of origin), electronic floor reporting system, bar coding, and inventory management systems to attain AISC and DOT certifications.

Designed and implemented complete revamp of Quality Management System (QMS), with three tiers including a quality manual, standard operating procedures (SOP) and forms for reporting.

Implemented quality objectives, measurement of objectives and internal and external quality audits as well as management review meetings required for certification.

Developed proprietary pipe products including weld-less pipe connection.

Accomplishments

Increased production throughput speed 75% by modifying existing mechanical and electrical drive and welding system.

Decreased conversion cost $40 per ton by increasing processing speed.

Consolidated jobs and reduced headcount, operating at 17 people under budgeted number while increasing tonnage produced.

Implemented first-in-the-world hybrid welding system, allowing for simultaneous weld-and-form and tack welding, which significantly increased production speed.

Installed the fastest single-stage welding line in the world; installed the system in Turkey as well.

UNITED SPIRAL PIPE, Pittsburg, CA 2012 – 2014

Privately-held joint venture of United States Steel and manufactured energy transmission pipe and fabricated structures for the oil and gas industry

Vice President, Operations

Spearheaded $200 million P&L operations of this 200-employee, large-diameter fabricated welded pipe manufacturer servicing national customers.

Took over small, struggling operations, leveraging industry network built on strong reputation to develop partnerships leading to obtaining API certification.

Installed management team for this Greenfield site, positioning facility as premium API producer.

Introduced brand to pipeline companies through sales and marketing visits and to potential customers through sales efforts.

Organized educational seminar on pipe-making to introduce technical and personal expertise in a professional setting; attended by 100 top companies.

Retooled and optimized QMS utilizing expertise as a Certified Quality Auditor.

Determined lack of documentation; wrote manufacturing processes and procedures for bare and coded steel (MPS).

Developed four-tier quality system; wrote SOPs to support, trained team against QMS, then tested and certified employees.

Conducted needs assessments, created customized syllabus and conducted training for each position.

Developed promotional material to position the facility for international sale of business.

Accomplishments

Doubled monthly production record from 4,500 to 9,000 tons; reduced conversion cost by $60 ton.

Attained 15 meters per minute manufacturing speed, increasing productivity 100%.

Developed and implementing strategic capital plan to reposition plant as world class producer.

LINCOLN ELECTRIC COMPANY, Cleveland, OH 2010 – 2012

$3 billion publically-traded global manufacturer of welding and cutting equipment and consumables

Director of Global Marketing: Pipe Mills Provided global leadership for strategic penetration and marketing of welding equipment and consumables for the pipe mill industry.

Converted strategic international target accounts from competitors to Lincoln Electric.

Penetrated Brazil, China and Russia with welding consumables by selling value proposition.

Positioned brand internationally through custom seminars.

Negotiated multi-year product agreements, selling solutions through value proposition.

Accomplishments

Generated over $10 million in new business in a mature segment.

Pioneered and installed hybrid welding systems – the first in the world.

Developed partnership agreements for development of first-in-the-world X100-X120 grade pipes.

WELSPUN TUBULAR LLC, Little Rock, AR 2007 – 2010

Diverse $5 billion publicly- traded global manufacturer specializing in energy, metals, textiles, infrastructure and process technologies

Plant Manager

Executed full P&L responsibility for this $1 billion business unit servicing all major energy multi-nationals (Exxon, Chevron, Shell, Elpaso, Williams, TransCanada, and Total Fina).

Led the $200 million Greenfield startup of the first spiral pipe manufacturing facility in America.

Established KPIs measuring waste, speed and delay with focus on customer satisfaction, profit, cost, quality, safety, and process and product improvement.

Prepared and analyzed financial models of $300 million operating budget.

Integrated SAP as the ERP for manufacturing and supporting functions.

Conceived and developed control documentation consisting of QMS, HSE, JSA, SOP, formats, work instructions and policy manuals, resulting in successful ISO/API certification.

Instituted scientific business principals of Total Productive Management (TPM) including Lean Six Sigma, Theory of Constraints, Statistical Process Control and Total Productive Maintenance, positioning the facility as the high-quality, low-cost producer.

Created supply chain partnerships for long-term contracts through value stream analysis.

Negotiated contract specifics to meet critical-to-customer requirements.

Accomplishments

Accelerated business plan to build by seven months, thereby eliminating four competitors and enhancing market position.

Recruited and trained 500 team members for staffing of facility by fostering partnerships with universities and governmental authorities.

Attained profitability in first quarter of operation, providing positive cash flow and exceeding ROI projections; landed largest order in company history (300,000 tons) booked through 2012.

JINDAL SAW PIPE, Baytown, TX 2007

Large-diameter pipe and plate producer servicing the energy transportation industry

Plant Manager

Oversaw P&L operations of 600-employee manufacturer servicing national customers including Entergy and Boardwalk Pipeline Partners.

Developed $20 million technology up-gradation plan to position facility as a low-cost producer.

Recruited, hired and mentored high-performance production team to increase efficiency.

Accomplishments

Increased right-first-time metric from 20% to 94% ($1.5 million savings) by enhancing QMS through introduction of Total Quality Management (TQM).

Enhanced availability from 40% to 90% and enhanced productivity and efficiency 40% by implementing Total Productive Maintenance program.

Reduced maintenance, repair and overhaul (MRO) cost by $4 per ton.

Decreased turnover 17% by instituting incentive pay program.

Successfully procured and manufactured largest order in company history ($112 million).

Expanded production schedule to 21 turns by creating high-performance team.

JAMES HARDIE BUILDING PRODUCTS, Cleburne, TX 2005 – 2006

$5 billion international publically-traded building products manufacturer specializing in industrial, commercial and residential fiber cement products

Trim Plant Manager

Directed a $60 million proprietary manufacturing and distribution system for fiber cement product line with full P&L responsibility servicing wholesale, retail and channel distribution.

Executed marketing and service performance plan and metrics for penetration in wholesale and retail markets in North America (Home Depot, Lowes and Menards).

Launched new product line while nurturing new channel distributors, introducing presence in Midwest and complementing existing lines for brand expansion.

Performed due diligence in divestiture of roofing products business unit; redeployed assets.

Accomplishments

Generated $25 million revenue in first year by refining patented screw extrusion technologies.

Increased revenues $6 million, expanded product differentiation and enhanced value proposition by adding value-added finishing processes.

Increased productivity 75% (1 million boards per foot per month), reduced overhead costs 40% per unit, and obsolesced traditional manufacturing methods by introducing stepped KPI focused on waste, speed and delay.

Formulated financial model and strategies to position division for 25% annual EBIT growth.

NAPA PIPE CORPORATION, Napa, CA 2002 – 2005

Wholly-owned subsidiary of Oregon Steel Mills specializing in manufacture of energy transmission pipe and fabricated structures for the oil and gas industry

Plant Manager

Led operations of $500 million, 1,200-employee manufacturer of large-diameter petroleum transmission pipe products and fabrications, with full P&L responsibility servicing all major energy multinationals.

Performed business unit and market analyses for development of unit strategy.

Introduced first-in-the-world digital radiograph testing unit for pipe.

Accomplishments

Achieved 15% increase in yield through value stream mapping and Kaizen Blitz.

Increased right-first-time metrics 60% by applying control of work process (DMAIC) initiatives.

Reduced costs $40 per ton by integrating Theory of Constraints to process constraint.

Decreased man-hour per ton costs 30% by deploying Lean techniques.

Increased revenues $8 million by innovating first X80 Grade pipe made in North America.

Reduced LTA from 13 in 2001 to 0 in 2002 by administering elements of DuPont Safety Program.

Prior Experience

Corporate Manager of Engineering and Maintenance, KOPPEL STEEL CORPORATION, Koppel, PA

Reduced maintenance delays throughout corporation from 18% to 2%.

Developed enterprise-wide maintenance program utilizing CMMS system.

Increased productivity by 10 tons per hour and reduced MRO costs by $6 per ton.

Executed $8 million tube mill modernization constructed around business plan.

Reduced inventory $2 million by developing Enterprise Asset Management plan.

Introduced and implemented team-building initiatives to corporation with 100% participation.

Promoted from Finishing Operations Superintendent.

General Manager of Maintenance and Engineering, NORTH STAR STEEL, St. Paul, MN

Reduced total delay from 13% to 1% by implementing TPM; led team in ISO 9000 certification.

Proposed and performed a cost/benefit analysis for $12 million in capital expenditures for up-gradation of technology.

Electrical Maintenance Foreman, BIRMINGHAM STEEL, Kankakee, IL

Directed $3 million modernization of rolling mill and finishing line; reduced electrical delay to .5%.

Implemented reliability program based on CMMS utilizing predictive and preventive tools.

Maintenance Foreman/Project Manager, SLATER STEEL CORPORATION, Ft. Wayne, IN

Directed the startup of a $30 million Greenfield continuous bar mill, heat treat, cold draw, forging and processing site for manufacturer of stainless steel products servicing automotive, surgical and nuclear industries.

Performed site selection and construction of new Greenfield facility.

Identified, purchased, transported and reconditioned capital equipment bar mill from Sheffield, UK.

Implemented and developed PM and training programs for maintenance and operations staff.

Education

ITT TECHNICAL INSTITUTE, Fort Wayne, IN

Bachelor of Science in Automated Manufacturing

Certifications

RABQSA Certified Lead Auditor Cert# Q12555 AFE, Certified Plant Maintenance Manager Certified Examiner for Arkansas Governor’s Quality Award

Contact this candidate