Charles E. Ulik

541-***-****• acyvz6@r.postjobfree.com Choctaw, Oklahoma

COO/SR. VP OF OPERATIONS • BUSINESS DEVELOPMENT • GENERAL MANAGER

PROVIDES LEADERSHIP, VISION AND STABILIZING INFLUENCE TO MULTI-BILLION DOLLAR GLOBAL CORPORATIONS

25 years of operational expertise, including all contemporary practices for manufacturing companies

Joins companies that strive to improve and include employees and customers as part of the solution

Vastly improves safety performance while driving revenues and improving service levels and customer satisfaction

Uses Six Sigma methodologies to improve service, revenue, quality assurance and overall corporate value

• Customer Linked Manufacturing • Lean Six Sigma • Global Quality Director • Supply Chain Mechanics • Health, Safety & Environmental Performance • Customer Segmentation • Service Excellence • Production Management • Quality Control • Demand Flow Technology (DFT) • Contract Negotiations • International Business • Value Engineering and Lean Concepts • Lean Six Sigma • Revitalizing Businesses •

Milestones

Developed restructuring plan to improve financial performance of a $1.1 billion dollar business. Business achieved 229% of annual profit plan.

Identified key weaknesses of a billion-dollar business losing millions of dollars per month. Analyzed market and customer needs and within 6 months, improved revenues by 50%. Within year one, company was breaking even and headed toward profitability.

Guided company from chaos to control, from diluted to core competency-focused. Reengineered and repositioned business within the industry. Built teams and established priorities, implemented strategy. Identified and applied key metrics driving efficiency.

Charged with responding to the loss of a significant plant (by fire) and developing strategy for growth. Reengineered equipment and correct deficiencies. Dispatched to China to open a supplementary operation to provide interim solution. Found low cost source in order to save business.

Charged with allocation during fire recovery process. Determined which key customers to serve, prioritized products until operation fully recovered.

Lean Six Sigma: Deployed Six Sigma methodologies throughout North America, Asia & Europe

Trained 4500 associates in 10 different countries. Successfully worked through language barriers and cultural differences.

Delivered exemplary service and refined products. Drove product innovation.

Career Highlights

Led cost reduction efforts which generated $51 million annual savings.

Developed a portfolio of Six Sigma projects providing $11 million income improvement in first year of deployment and delivered $21 million of income improvements in the second year.

Built service operating system to enhance viability of company previously product focused. Orchestrated order entry, sales, service, consulting, value chain; provided products and met requirements.

Implemented Value Delivery Team structure at Roofing Systems Group, which created cross-functional teams committed to growing the business.

Improved safety performance by 83% at Roofing Systems Group simply by designing and implementing superior training programs for employees.

Improved service levels from 60% to 93% by linking operating functions to customers.

Improved quality assurance through Six Sigma methodologies, which reduced complaints 96% from prior year.

By implementing Lean Manufacturing, improved cash flow roughly 250%.

Tackled and completed a backlog of 182 overdue projects, all while remaining current with ongoing projects.

While General Manager/VP for the Performance Materials Division, improved profitability 50% within 4 months.

While Global Quality Director, improved customer satisfaction by 60%.

Negotiated labor union contracts, resulting in $1.5 million savings.

Developed and managed capital budget of $60-100 million annually.

Core Tenets

Advocates transparent processes that increase employee morale and ownership

Focused, keeps sight of mission and priorities

Identifies as a builder of groups, systems, and businesses

Enables people to see the true potential of their business and employees

Committed, values integrity and honesty. A true partner and team member

Solid reputation as a leader and coach, firm, fair with consistent expectations

Passionate hard worker, independent, outspoken, reasoned, honorable, sound judgment, grounded in the arts and ethics

Values safety, morale and relationships

Experience & Accomplishments

Business Consultant 2014 – Current

Construct business data and provide analysis for clients. Clients include manufacturers and private equity companies.

Roseburg Forest Products 2008 – 2012

$1.1 Billion revenue employing 2800 associates

Chief Operating Officer

Revitalized financial performance achieving 229% of annual plan

Lead cost reduction efforts generating $51 million annual savings

Top graded management team (8 of 16 positions)

Vastly improved customer service, quality and safety

Implemented business metrics and process improvement to drive continuous improvement for all functions.

Royal Group (Georgia Gulf) 2007 – 2008

$1.8 Billion revenue employing 3000 employees

President of Canadian Operations

Generated and implemented plan to quickly improve profitability

Consolidated fourteen facilities to seven facilities to reduce costs

Lead improvement for quality and delivery

Generated positive cash flow

Indalex Aluminum Solutions Chicago, IL 2006 – 2007

$1.5 Billion revenue employing 3500 associates

Chief Operating Officer

Developed revitalization plan for the company

Conducted world wide industry benchmarking exercise for the leadership team

Lead immediate improvement in customer service, quality and safety

Implemented business metrics and process to drive continuous improvement for all functions

Dramatically improved working capital performance to positive results

Johns Manville, Berkshire Hathaway – Denver, CO 2000 – 2006

$2.5 Billion revenue employing 9000 associates

VP of Operations – Roofing Systems Group

Developed and executed overall business strategy and operating plans for the division including operational metrics for all functions

Implemented Value Delivery Team structure for the business creating cross-functional teams to focus on profitable business growth

Top graded the operations leadership team (12 of 20 positions)

Improved safety performance 83% year over year through employee training

Linked operating functions to customers improving service levels from 60% to 93%

Improved quality assurance through Six Sigma methodologies, reducing complaints 96% from prior year

Implemented Lean Manufacturing and improved inventory turns from 5 to 18, moving the business from make-to-stock to make-to-order

Improved income performance 160% year over year

VP/General Manger - Performance Materials 2003 – 2004

Identified and secured temporary product source from China to provide 25% of total customer demand

Installed temporary facility in Alabama to provide 60% of total customer demand, leading hiring for the management team, equipment selection, process engineering, quality assurance, safety and employee training

Implemented allocation process to service strategic customers

Improved profitability 50% within four months

Global Lean Six Sigma Deployment Champion 2001 – 2003

Accountable for the development and deployment of Lean Six Sigma training curriculum and established Master Black Belts, Black Belts, Green Belts and White Belts in North America, Europe and Asia training 4500 people in Lean Six Sigma and Robust Engineering methodologies

75% of Black Belt employees promoted as a result of performance

Global Quality Director 2002 – 2003

Established business strategy to improve and institutionalize global customer quality

Implemented Fitness for Use methodology to identify and document customer requirements and critical customer metrics

Developed infrastructure for ISO certification, product testing, finished product specifications, manufacturing specifications, process controls and variation reduction

Led efforts with suppliers to modify raw materials for process and product improvements

Director of North America Operations 2000 – 2003

Reorganized manufacturing organization to improve organization capabilities while lowering costs

Improved safety performance resulting in zero lost time accidents and 73% reduction in recordable injuries

Optimized production facilities reducing fixed costs $8 MM per year

Established global key operating metrics to focus teams on continuous customer improvements

Improved first pass yields delivering $7 MM favorable income performance

Implemented supply chain methodologies in order to improve customer service, optimize production scheduling and decrease working capital

Implemented incentive performance pay plan for plant associates linked to strategic business initiatives

Macklanburg-Duncan Company – Oklahoma City, Oklahoma 1979 – 2000

$350 Million revenue employing 1200 associates

General Manager – Engineered Products Division 1998 - 2000

Executive Vice President Operations 1993 – 2000

Director of Operations 1991 – 1993

Plant Manager 1988 – 1991

Unit Production Manger 1986 – 1988

Education & Development

BS, Business Administration (Management), University of Central Oklahoma, OK

OU/OSU Business Leadership Development Oklahoma & Oklahoma St. Universities

American Production and Inventory Control Society Oklahoma State Chapter

Certified in Production and Inventory Management APICS (CPIM)

Demand Flow Technology John Constanza DFT

Lean Six Sigma Deployment Certification Johns Manville & The George Group

Robust Engineering American Supplier Institute

Executive Development Program Johns Manville

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