Manager Sales
Resume:
Albert Dean Peer, Jr.
Humboldt, TN 38343 ********@***.***
EXECUTIVE SUMMARY
Manager experienced with profit and loss responsibilities and making critical business decisions. Managed multiple manufacturing sites with 1000+ employees, both union and non-union. Strong business planning skills – strategic, annual budgets, cost reduction objectives, cash flow, sales plans, manufacturing plan and manpower plan. Managed day to day activities of all aspects of the business. Excellent communication skills – verbal, written and presentation. Computer literate, knowledgeable with MRP / ERP. Hands on manager with strong analytical skills and a belief in the team approach.
Functional areas include; Profit and Loss, Multiple site management, Sales and Marketing, Human Resources, Cost reduction objectives, Business planning, MRP / ERP, Business reengineering, Quality concepts, Plant startup, Cross functional teams, Production planning, Lean manufacturing, Turn-around, Supply Chain / Logistics, Project management, Union negotiations, Mergers and Acquisitions.
ADP & COMPANY – Humboldt TN
Consultant, April 2015 - Present
ADP & Company is a consulting business providing services (typically covered by a CDA) to clients, for: manufacturing management systems; product, process and material development programs; productivity and quality improvement programs; project management for capital equipment projects; development and assessment of quality systems; strategic planning; environmental issues (EPA); safety (OSHA) and, evaluation of potential acquisitions. Currently working two projects for equipment specifications, purchase, installation and start up. Founder and sole employee of the business.
PEER FAMILY – Humboldt, TN
Caregiver, 10/11/14 – 03/15/15
Details available on request.
VAN CAN COMPANY – San Diego, CA
Technical Services Manager, December 2012 – September 2014 Van Can Company manufactures metal cans (DRD) and ends for producers of food, pet food and industrial products. Position reports to Vice President Sales and Manufacturing. Reports include; Technical Service, Seamer Service and Quality Managers in two plants. Responsible for; Product Development, Materials Development
(metal and coatings), Internal and external audits (quality, safety, environmental), Customer Complaints
(investigation, corrective action, including customer process review); Customer support (seamer and technical service); Regulatory Affairs (OSHA, EPA, FDA, USDA).
* Set up a shared drive for all of the quality standards, established common formats and updated a system that had been static for over five years. Everyone now has access to all of the current standards.
* Qualified an inside coating system (non BPA) that functions better than the existing system and will save
$165,000 per year when fully implemented.
* Resolved a backlog of 18 months of mill claims for steel quality issues.
* Developed a system to eliminate the inside and outside coatings used on “heat cans” that when fully implemented will save a minimum of $450,000 per year assuming customer acceptance.
* Prepared and presented a Lean manufacturing initiative for implementation in 2015.
* Completed testing to convert temporary state environmental operating permits (can coating system) to permanent permits.
* Designed, supervised the construction and moved the Technical Service Laboratories to Trenton.
* Prepared the plants for their first GMP audit by an outside 3rd party and they passed.
* Company was sold and all corporate personnel were released.
SIMMONS METAL CONTAINER – FT. GIBSON, OK
Quality Assurance Manager, November 2006 – December 2012
Simmons Metal Container, a subsidiary of Simmons Foods, manufactures metal cans and ends for producers of food and pet food products. Position reports to Division General Manager. Designed and installed Quality Assurance, Safety and Environmental programs. Trained QA Technicians who provided 24 hour coverage of manufacturing operations. Managed Seamer and Customer Technical Service. Served as Lean coordinator for plant and assisted other divisions. Regulatory Affairs (OSHA, EPA, FDA, USDA).
* Set up a shared drive for all of the company standards, established common formats and updated a system that had been static for over seven years. Everyone now has access to all of the current standards.
* Established a system for monthly audits of quality, environmental and safety carried out by plant staff.
* Development and implemented a system for generating information for customer bids, using a shared drive. Included input from sales, quality assurance, purchasing, transportation and accounting.
* Found and qualified an inside aluminum coating system that saved the company $340,000 the first year of implementation and over $2,000,000 in 5 years.
* Resolved a backlog of 12 months of mill claims for steel quality issues.
* Company was purchased for their book of business and the plant closed.
ADP & COMPANY – TULSA, OK
Consultant, July 2004 – November 2006
ADP & Company is a consulting business providing services to clients, for: manufacturing management systems; product, process and material development programs; productivity and quality improvement programs (ISO9000); project management for capital equipment projects; development and assessment of quality systems; strategic planning; environmental issues (EPA); safety (OSHA) and, evaluation of potential acquisitions. I am the founder and sole employee of the business. I left to take a position with less travel.
AGRACAT, INCORPORATED – Springdale, AR
AR General Manager, January 15, 2001 – June 30, 2004 Agracat, Incorporated is an importer, manufacturer and distributor of agricultural equipment, construction equipment and ATV’s. Position reports to the president. Reports include operations, sales, finance, human resources and logistics (inbound from overseas and outbound). Responsible for Profit and Loss and the day to day operations of all aspects of the company.
* Hired a sales manager and expanded product distribution from 15 states to 28 states.
* Developed and implemented a product training seminar for sales personnel.
* Developed written assembly and quality control procedures.
* Developed an annual and a 3-year business plan.
* Developed a cost of goods sold approach to products and used the information as a base for reassessing product prices in the marketplace.
* Developed a presentation used to get potential investors to invest in the company.
* Negotiated with banks and other financial institutions for lines of credit.
* Prepared funding requests for both USDA and Small Business Administration.
* Prepared specifications and negotiated a supply contract with an overseas supplier of tires.
* Worked with suppliers in China, Korea and Taiwan to establish specifications and pricing and handled the import logistics.
* Company was bought out and the new owners wanted their management team.
ZAPATA INDUSTRIES, INC. – Muskogee, OK
General Manager, March 1997 – July 31, 2000
Zapata Industries is a manufacturer of steel crowns and aluminum closures for the beer and beverage industries. Position reports to the COO for the International Group. Reports include operations, sales, finance, safety, customer service and human resources. Responsible for Profit and Loss and the day to day operations of all aspects of the division. Regulatory Affairs (OSHA, EPA, FDA).
* Qualified the plant on crowns, closures and lining compound with their major customer who had disqualified the plant in 1996.
* Completed the facility renovation project within budget that was three months behind schedule
* Installed and started up two aluminum closure manufacturing lines using surplus equipment resulting in
$4,000,000 in sales. Developed a strategy to consolidate the process flow into “work cells” that when fully implemented should reduce the direct labor by 35%.
* Implemented new shop rules. Reduced the grievance backlog from 44 to 6.
* Prepared strategy and contingency plan for 1998 negotiations and negotiated new three-year contract. Reduced inventory by 40% and eliminated all obsolete inventory by installation of a bar code system.
* Directed the process of selection, installation and startup of a new ERP / MRP system.
* Owner was a Mexican national who closed both US plants and moved the equipment to Mexico.
ADP & COMPANY - West Chester, PA
Consultant, October 1994 – February 1997
ADP & Company is a consulting business providing services to clients, for: manufacturing management systems; product, process and material development programs; productivity and quality improvement programs (ISO9000); project management for capital equipment projects; development and assessment of quality systems; strategic planning; environmental issues (EPA); safety (OSHA) and, evaluation of potential acquisitions. I was the founder and sole employee of the business. Built the business into a profitable enterprise. I left to take a position with less travel.
GRAPHIC PACKAGING CORPORATION - Paoli, PA
Sr. Vice President - Technical and Manufacturing Operations, October 1988 – October 1994
Graphic Packaging, a merger of Coors Packaging and Graphic Packaging and a subsidiary of Adolph Coors Company, is a manufacturer of folding cartons, flexible packaging and labels for the beer and beverage, food, personal care, pet food, pharmaceuticals, photographic, automotive and wire and cable industries. Position reports to the President. Directed the operations of the four plants, research and development, engineering and regulatory affairs (OSHA, EPA, FDA), 1000+ employees, plant operating budgets, $15,000,000 capital budgets.
* Established consistent organizational structure, job descriptions and operating policies for the four manufacturing plants. Merged the manufacturing and technical groups from the two companies into one unified organization. Reduced the before merger staffing by 60 people.
* Negotiated labor contracts with two unions at two different plants and worked to improve relations.
* Improved the operating income generated by the plants from a loss in 1988, to a positive in 1989.
* Developed and implemented a monthly reporting system that focused the plants on their operating income with heavy emphasis on scrap, productivity and downtime.
* Directed the plants in reducing their returns from the customer by over 50%.
* Directed the development of new products including the Lever 2000 bar soap carton and the concentrated detergent cartons used by Lever and Colgate.
* Replaced two plant managers within the first 18 months of assuming the responsibility for operations.
* Reduced the inventory levels in the plants to 80% of the 1988 levels by year-end 1990, while sales during that period increased by 40%.
* Personally collaborated with the field sales people to reverse a customer perception of poor quality, while directing the improvement of the actual quality levels in the plants.
* Prepared and published a conceptual analysis for a new plant covering; site selection, environmental issues, process definition, equipment selection and specifications, capital spending plan, start up plan including staffing and training, products to be produced in the new facility, capacity plan, and cash flow analysis.
* Left to pursue a new career.
COORS PACKAGING COMPANY - Golden CO
Vice President and General Manager, January 1982 - October 1988
Coors Packaging, a subsidiary of the Adolph Coors Company, is a manufacturer of folding cartons and labels for the beer and beverage, food, personal care, pharmaceuticals and automotive industries. Position reports to the President. Reports included operations, sales, finance, engineering, research and development, human resources. Was responsible for Profit and Loss and the day to day operations of all aspects of the company (two plants) and Regulatory Affairs (OSHA, EPA, FDA).
* Proposed, justified, and managed the $15,000,000 project (based on my patents) that resulted in the construction of the Lawrenceburg, TN facility and the commercialization of the Composipac technology.
* Secured the first outside contract for folding cartons produced using the Composipac technology by convincing Procter and Gamble to commit 100% of their Cascade carton requirements to the new carton technology.
* Authored and published the first five year Strategic Plan for the development of the technology and the marketplace. Identified target markets and the developmental resources required to support the markets.
* Developed and published the annual and four-year operating plans based on the strategic plan. Led the management team in reporting the operating results on a monthly basis to the board of directors.
* Proposed, justified, managed and directed the $33,000,000 project that resulted in the doubling of the production capacity of the Lawrenceburg plant.
* Hired and developed an effective management team to run the growing business and build the infrastructure necessary to support a $50,000,000 to $100,000,000 business.
* Participated in the research and evaluation of acquisition candidates. Led the due diligence team in the assessment of Graphic Packaging. Helped negotiate the purchase the company.
* Was transferred to the “new” company.
COORS CONTAINER COMPANY – Golden, CO.
Manager – Research and Development, Quality Control Engineer, April 1974 – December 1981
Coors Container, a subsidiary of the Adolph Coors Company, is a manufacturer of aluminum cans and ring pull ends. Managed research projects for packaging products, materials, processes and equipment. Responsible for
$5,000,000 research budget. Regulatory Affairs (OSHA, EPA, FDA).
* Created the centralized Physical Testing Laboratory and wrote the first procedures manual.
* Redefined the procedure by which aluminum coils were rejected from the can lines, reducing the rejects by 40%. This change allowed us to isolate the cause of the sidewall blow-outs.
* Managed the development and qualification of the UV can coatings.
* Developed the test procedures that identified the cause of the leaks in the adhesive used on Press Tab ends that ultimately led to the withdrawal of the ends from the marketplace.
* Managed the development of the plastic beer bottle to the point of market testing when the FDA withdrew the approval of the plastic being used in the bottle.
* Was one of three people chosen to develop and implement a “Quality Circle” program to reduce scrap and improve productivity.
* Was transferred to the “new” company.
Attended University of Kansas and Regis College, majoring in Mechanical Engineering and Business. Did not finish my undergraduate degree. Received an Executive MBA (accredited) from St. Joseph's University, Philadelphia, PA, May 1995. St. Joseph’s accepted two students that had not finished their undergraduate work with each MBA class, provided four conditions were met: the individuals had been in industry for a minimum of 10 years; they held a senior level management position; they achieved a GMAT score above 700, and they passed an interview with an entrance committee.
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