Manager General
Resume:
Scott Bishop
Sharon, Pa 16146
Profile:
Operations Executive Manager with a history of demonstrated success improving organizational effectiveness, operating costs, product quality, productivity, capacities and capabilities and delivery performance to levels previously unachieved. A hands-on, results oriented, Manager that motivates through setting the example. Has ability for solving problems using an analytical approach that focuses on identifying root cause and corrective action. An effective/efficient Manager who successfully manages multiple tasks while delegating responsibly to achieve improvement on a continuous basis.
Professional Experience:
NLMK Pennsylvania(former Duferco Farrell Corporation) Nov 2013 to Feb 2017
Director of Operations – NLMK Pennsylvania/Sharon Coating, LLC
Responsibilities:
Operations, Production Planning and Continuous Improvement. Member of the USA Management Board.
Possesses good understanding overall business and responsible for safety, EBITDA improvement, strategic planning, risk reduction, team building, and successorship planning, Headed company negotiation team through two negotiations. Responsible for quality and cost of 1.3 to 1.6M tons in sales annually into the Automotive, Construction, Energy and Pipe and Tube Markets.
Achievements:
Restructured and significantly strengthened the Operations, Production Planning and Continuous Improvement Groups by both fitting people to roles and bringing in top talent where needed. Recognized as the strongest management team for all foreign held assets. Have driven culture change throughout the organization while successfully rolling out a new continuous improvement system that was developed by the Parent and is based largely on the Toyota system. Through this system there have been dozens of projects realized that have saved over $25M in the last two years. These results have helped the company break EBITDA records two out of the last three years. Driven culture change through the organization to become one where KPI identification, development and monitoring have become the primary mode of performance monitoring. The performance of the Pa facilities has shown steady improvement in major KPI performance since 2014 while coming in at or under budget in all areas of the facility. I have also been trained as a Six Sigma Green Belt.
Duferco Farrell Corporation July 1999 to 2013
General Manager of Operations – Cold Rolling and Galvanizing Jul 2011- Nov 2013
General Manager of Operations - Sharon Coating, LLC Jul 2007 to Jul 2011
Largest independent Galvanizer in the US which owns three Lines with a total annual capacity of 840,000 tons. The company, formerly known as Winner Steel, was purchased by the parent of Duferco Farrell Corporation in June of 2007. The facility currently consists of 170 hourly and 42 salary employees.
Responsibilities:
Operations, Planning, Maintenance and Engineering
Work very closely with the Commercial and Financial groups to make sure supply and product flows meet customer needs and expectations
Working closely with the HR department in recruiting, selecting, disciplining and terminating hourly and salary employees – The workforce has been reduced by 33% since Jul 2007
Managing a total monthly budget which averages $2.5M and a yearly capital budget from $1M to $1.5M
Achievements:
Played a vital role in turning a company around that was known in the marketplace for its’ inconsistent quality, low pricing and late delivery. The turnaround was achieved through personnel assessment and organization restructuring, process assessment and reaction, and standard procedure development and training.
General Manager of Operations – Cold Rolling/Pickling Oct 2005 to Nov 2007
Cold Roll facilities included a Pickle Line, 5 Stand Tandem Mill; Two Hydrogen Anneal shops with 41 Bases total, three four high Temper Mills and a Tension Leveler. Cold Rolling facilities consisted of nearly 200 hourly and 30 salary employees.
Responsibilities:
Operations, Departmental Maintenance and Production Planning at the Unit scheduling level
Monthly budget in excess of $1.5 Million
Working closely with the HR department in recruiting, selecting, disciplining and terminating hourly and salary employees
Achievements:
Successfully led a $3.5M project that increased capacity of Pickle Line from 700K tons per year to 1M tons per year
Successfully led a $4.5M project on the entry end of the Tandem which improved quality and reliability without sacrificing production capacity
Successfully led a $2.0M project to upgrade one four high Temper mill which increased production and cut operator training to weeks instead of months or years
Implemented changes that resulted in strip surface cleanliness improving by 70%
Traveled to the Parent’s Belgium facility to evaluate Pickle Line production issues and make recommendations for capitol improvements
Part of team that was sent several places to do due inspections of equipment and assess management and hourly personnel when the parent was considering acquisitions
Assistant General Manager of Operations – Cold Rolling Apr 2003 to Oct 2005
Responsibilities:
Operations and working with Production Planning at the product scheduling level
Achievements:
Decreased Lead Times through both CR Departments through scheduling efficiencies
Successfully led team that solved an internal rust issue
Worked on developing Anneal Cycles that improved cleanliness without negatively affecting throughput
Production Manager – Pickle Line July 1999 to Apr 2003
Responsible:
Successfully led the revamp and start up of a line that had been idled for 7 years
Selection of hourly and salary employees, budget development, vendor selection and contract negotiations, crew size determination, defining job responsibilities and process development for all aspects of the operations
Achievements:
Successfully led a $1.5M project that increased capacity from 450K tons per year to 700K tons per year and improved delay rates from 9% to 2%
Traveled to the Parent’s South Africa facility to identify issues with new Pickle Line and make recommendations as to what was keeping the Line from passing its performance guarantee tests
WorldClass Processing, Inc June 1993 to July 1999
Facility operates a state of the art Push-Pull Pickle Line as a toll processor. The line is equipped with an in-line two high Temper Mill, a roll coater and has both side trimming and slitting capabilities. At the time the facility did work for every major Mill in the US along with many end users and was known as the highest quality processor of its’ kind. The facility also installed and operated a heavy gauge slitter for a short time which has since been decommissioned.
Plant Manager April 1997 to July 1999
Responsibilities:
Operations, Maintenance, Projects, Safety and Environmental compliance and reporting
Achievements:
Part of a two man negotiating team that developed a first time contract with the USW
Successfully led final installation, commissioning and start up of heavy gauge slitter
Assistant Plant Manager July 1996 to April 1997
Responsibilities:
Pickle Line Operations, Safety and Environmental compliance and reporting
Achievements:
Worked on project to develop a new patented process for removing scale from Stainless Steel
Process Coordinator June 1993 to July 1996
Responsibilities:
Operating, maintenance, receiving and shipping personnel on a shift basis
Assumed Environmental and Safety compliance and reporting for the facility.
Sharon Steel Corporation June 1990 to Dec 1992
Turn Foreman – 60” Cold Roll
Duties included overseeing a department that consisted of two Pickle Lines, Tandem Mill, HNx Anneal Facility, Two Temper Mills, Tension Leveler, HR Temper Mill and a HR heavy gauge Slitter on a shift basis.
Education:
University of Pittsburgh 1990
Bachelor of Science – Mechanical Engineering
Hobbies/Community Involvement:
Hunting, Golf, Fishing, Coaching Baseball and Football, Board of Directors for Youth Football Organization, Sunday School Teacher and Church Council Member
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