ROBERT D. NICHOLS, JR.

*** ****** *****, *******, ** 18940

215-***-**** • acy23s@r.postjobfree.com

Entire End to End Supply Chain: Manufacturing and Distribution Operations / General Management

EXECUTIVE SUMMARY

Dynamic hands-on operations leader with an MBA; and over twenty years of progressive, manufacturing operations, supply chain and distribution experience. I possess an infectious and enthusiastic can do attitude; that fosters the elimination of barriers standing in the way of myself and my team’s achievements. I believe; through teamwork, dedication, focus and never giving up; everything can be achieved!

I am an ideal executive with many transferable skill sets and experiences! I am a quick learner with strong management skills; I possess the ability to analyze issues, devise continuous process improvements and implement initiatives to increase efficiency, streamline operations and decrease overall expenses; with minimal resources.

In addition, I am skilled at defining priorities across cross-functional business areas; ultimately leading to strategic business decisions, development of actionable plans; and achievement of goals and objectives. I possess extensive leadership, strategic and tactical abilities; understand the big-picture of an organization, and interact and work with individuals at all levels. Throughout my career, I have established a strong track record of successfully building motivated, competent teams and long lasting networks.

TRANSFERABLE SKILL SETS and EXPERTISE:

Safety Focused

Quality Oriented and Customer Connected

Strategic Planning and Execution

Lean Manufacturing / Continuous Improvement

P&L Development and Accountability

Cost Cutting and Savings

Succession Planning and Leadership Development

Capital and Project Management

New Plant Start-ups

Cultural Transformation

AWARDS

Ready Pac Corp – Annual Corporate Award: Largest Consumer Packaging Cost Savings 2014

Ready Pac Corp – Annual Corporate Award: Lowest Consumer Foreign Object Percentage 2014

Andersen Corp – Board of Director’s Award of Excellence ($7.0 million cost savings) 2010

Minnesota Safety Council – Annual Safety Award 2008, 2009, 2010, 2011

Andersen Corporation Safety Award (1,586 days no Lost Time Accidents) 2003 – 2008

State of Massachusetts Workforce Training Grant – Lean Manufacturing ($153,000) 2008

Office of Economic Development Award, Fall River, Massachusetts – New Plant Start-up 2004

New York State Governor’s Award – Pollution Prevention 1997

EDUCATION

Executive Education, Leadership by Andersen – University of Minnesota - Carlson School of Management

MBA – Business Administration – Colorado State University - College of Business

BS – Business, Management and Economics – State University of New York - Empire State College

Lean Manufacturing and Continuous Flow - University of Kentucky – Lean Institute

PROFESSIONAL EXPERIENCES

SS INDUSTRIES – Collegeville, PA August 2016 – March 2017

Operations Business Leader – Reported directly to the President and Owner of the company. The business specializes in manufacturing all types of custom stairs; spiral, mono and dual stringers, 90 and 180 cut backs, as well as, elliptical. I had total responsibility for all manufacturing, fabrication and distribution activities.

Completed significant double digit improvements in Safety, Quality, Delivery and Cost.

Successfully begun the implementation of a Lean Manufacturing and Continuous Improvement culture.

Streamlined the organization’s leadership structure, and began implementation of strategic and succession planning.

VIWINCO WINDOWS & DOORS – Morgantown, PA August 2015 – February 2016

Business Consultant – temporary assignment

Reported directly to the President and Owner of the company. The business specializes in manufacturing vinyl windows and patio doors. I was brought in for a six-month assignment to assist with managing the day to day operations of the Sales and Customer Service departments.

Implementation of temporary operating procedures to assist with enhancing current business conditions.

Provided guidance and coaching to the Sales force and Customer Service team, regarding capacity vs. demand opportunities and servicing the customer.

Direct interaction with customers, assisting with product delivery and service.

READY PAC PRODUCE – CPG – Florence, NJ August 2013 – May 2015

Director of Operations and Supply Chain Eastern and North Eastern Regions

Direct reports 7, indirect reports 16, employees 590. Reported to: SVP of Operations. This CPG business specializes in processing convenience fresh foods, including fresh cut produce. I had total P&L and operational responsibility for all manufacturing, supply chain and transportation operations, with annual sales of $140 million.

Hired to transform the business into a cost efficient and ‘green’ producer of the highest quality standards.

In eleven months turned the business around from losing over $600,000 per month in October 2013; to breaking even in September of 2014. Achieved through lean manufacturing projects, extensive team building; and management of the Master Production Schedule, PPVs, raw material yields, labor and plant overhead reductions.

Reduced Direct Labor costs by over 30% in a seven-month period.

Proactively went after and earned back two important customers that were lost in early 2013; YUM Brands and Wegmans.

Worked closely with the Sales team and efficiently focused operational resources on new product introductions and innovations, which led directly to increased profitability in our existing and expanding market segments.

Ensured business operations achieved and surpassed all food safety requirements including all GMPs, a HACCP plan, and all regulatory requirements and audits: SQF Level 3, FDA, YUM (QSA and FSA), McDonalds, Burger King and LJS.

MORGAN CORPORATION – Morgantown, PA March 2012 – August 2013

Director of Manufacturing Operations, Supply Chain and National Distribution

Direct reports 6, indirect reports 16, employees 800+. Reported to: VP of Operations. The business specializes in the manufacturing of 100% custom ‘make to order’ truck bodies and a wide variety of custom fabricated parts. I had total P&L and operational responsibility for all manufacturing, supply chain and transportation operations for a four-plant complex. I also had responsibility for material distribution to nine manufacturing facilities located throughout the United States. The complex is the largest custom truck body manufacturing facility in the USA, with annual sales in excess of $180 million.

Efficiently focused operational resources on enhancing business sales and profitability, strategic growth through plant capacity expansion and future new product introductions and innovations.

Directed the implementation of a comprehensive cultural and process transformation, through the introduction of a lean manufacturing / continuous improvement strategy; based on the Toyota Production System. Our overall efforts were focused on building a robust foundation, addressing Safety, Quality, Delivery and Cost.

oAchieved improvements in: Safety 66%, Quality 25%, Delivery (Efficiency 32%, Inventory Accuracy 54%, and Complete and On-time Delivery 57%) and Cost (Gross Profit: 2012 YTD 19.2% to 2013 YTD 24.5%)

oResponsible for supply chain, including fabrication of thousands of custom truck body SKUs for the entire Corp.

Managed capital expenditures, while maximizing existing plant assets to facilitate longer-range forecasted demand.

Partnered with customers, leading to substantial increases in complete and on-time deliveries and reduced lead times.

Conducted monthly teambuilding calls with customers, to ensure a high level of overall customer satisfaction.

ANDERSEN WINDOWS & DOORS – Bayport, MN 2003 – 2012

Director of Operations and Supply Chain 100 Series, Renewal by Andersen (RbA) and Woodwright 2010 – 2012

Direct reports 7; indirect reports 15; employees 900+. Reported to: SVP Operations & Supply Chain and President of RbA. Promoted to a newly created executive position, leading cross functional operations teams in a new product line introduction in Dallas, Texas and existing operations in Cottage Grove, MN. I had total P&L and operational responsibility for both plants, three businesses; specializing in manufacturing 100% custom ‘make to order’ Fibrex products, with sales of $390 million.

Directed a comprehensive and successful manufacturing cultural and process transformational strategy for the newly introduced Andersen 100 Series product line. Overall efforts were focused on ‘the customer experience,’ including quality, on-time delivery; employee development, recognition; and manufacturing operational efficiency.

Participated on executive and cross-functional leadership teams setting business strategies and driving to achievement of goals. Specific teams included; Anderson 100 Series Business Team; Renewal by Andersen Operating Committee; Corporate Operations Leadership Team and Operations Leadership Development Program.

Through Succession Planning, developed strategic plans to retain and continually grow key talent within the enterprise.

Led the continued implementation of the Andersen Manufacturing System, based on the Toyota Production System.

Managed a plant expansion, an Andersen Logistic Inc. consolidation; two new product line introductions with increased manufacturing capability, and re-organization of plant management staff in both facilities.

Regular sales interaction including: strategic planning, forecasting, assisting with increasing market share and footprint, new product introductions, annual national sales meeting presentation, plant tours and job site visits.

Operations Director, Manufacturing and Supply Chain, Renewal by Andersen and Woodwright 2008 – 2010

Direct reports 4; indirect reports 6; employees 375+. Reported to: SVP Operations & Supply Chain and President of RbA. Promoted to a broader executive leadership role within the enterprise, experiencing both sides of the acquisition. I had total P&L, supply chain, operational and transportation responsibility for two businesses; specializing in manufacturing 100% custom ‘make to order’ Fibrex products with combined sales of $290M.

Through lean manufacturing, enhanced wholesale and consolidated business profitability. Delivered continuous improvements in Safety, Quality, Cost and Delivery key metrics of 10% - 15% annually.

Received the Andersen Board of Directors’ Award of Excellence; $7.0 million Cost Savings: 2008 – 2010.

Participated in corporate and plant leadership development, successfully mentored high potential associates and interns.

Established first ever practice of monthly calls with retail customers to enhance teambuilding, quality initiatives and service. This culminated in a four day off-site ‘Retailers’ summit, with over sixty company owned and affiliate retailers.

Efficiently managed capital expenditures by maximizing existing plant assets to facilitate longer-range forecasted demand.

General Manager, Manufacturing – New England Division, Silver Line by Andersen 2003 – 2008

Direct reports 6; indirect 5; employees 550+. Reported to: SVP of Operations. I had ultimate P&L, supply chain, manufacturing operations, transportation and logistics responsibility for the green field start-up of the Fall River, MA plant. The plant manufactured custom ‘make to order’ and ‘build to stock’ vinyl windows with sales of $90 million.

Delivered year-over-year continuous improvements in Safety, Quality, Cost and Delivery, ranging from 5% - 10%.

Worked closely with sales to increase market share and grow revenue by over 30% in a four-year period.

Provided leadership and talent development; hiring, training and building the entire plant management staff from the ground up. Initiated monthly customer teambuilding calls and infused a positive can-do, employee focused culture.

Responsible for the Customer Service Department, servicing the entire Northeastern United States.

THERMA TRU DOORS – Maumee, OH 1999 – 2003

General Manager – Eastern Manufacturing Operations & Distribution, Butler, IN 1999 – 2003

Direct reports 7; indirect 4, employees 450+. Reported to: VP Operations. Promoted to a broader leadership plant operations role, with total P&L responsibility for sales of $210 million, servicing the eastern United States and international customers.

Successfully implemented and transformed to a lean manufacturing culture; achieved improvements in all measured metrics; implemented talent planning and team development; championed five six-sigma green belt projects.

BALL PACKAGING PRODUCTS CORPORATION - CPG – Broomfield, CO 1988 – 1999

Manager, Plant Engineering: Saratoga Springs, NY & Wallkill, NY – plant start-up and acquisition 1995 – 1999

Business Manager: Wallkill, NY – responsible for improvements in Safety, Quality, Delivery and Cost. 1997 – 1999

Technical Manager, PLM: Malmö, Sweden – Engineering and Process Improvement Departments. 1993 – 1995

Engineering Supervisor, Tampa, FL – plant demolition and brown field start-up, Engineering Dept. 1988 – 1993

PROFESSIONAL DEVELOPMENT - LEAN MANUFACTURNG

Ready Pac Produce – Continuous Excellence – Lean / Continuous Improvement 2013 – 2014

Morgan Corp – Poindexter Production System – Lean / Continuous Improvement 2012 – 2013

Andersen Manufacturing System – (TPS) Lean / Continuous Improvement 2008 – 2011

Silver Line Manufacturing System – (TPS) Lean / Continuous Improvement 2004 – 2008

Six Sigma – Green Belt Certification 2001

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