Manufacturing Operations Manager

Harbeer Chahal

***** ****** *****, ******** ** **703 562-***-**** • *************@*****.***

Poised to Add Value in a Manufacturing Operations Leadership Position. Visionary results-oriented professional with proven success streamlining production operations, and executing innovative lean manufacturing techniques that improve productivity and increased profits. Background with over 20 years in manufacturing, operations and leadership positions includes diverse skills in managing strategic client relationships, coaching and mentoring high-performance work teams and an Executive MBA from Loyola Marymount University. EDUCATION

MS INTERNATIONAL PUBLIC POLICY AND MANAGEMENT (2010) University of Southern California – Los Angeles, CA

MBA EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (2002) Loyola Marymount University – Los Angeles, CA

AS9100 Rev C Transition (2011) Long Beach, CA

KEY SKILLS

Strategic Business Planning & Development • Process Improvements • Due Diligence

• Quality Assurance • Project Management • Team Building • Risk Management • Change Management Business Launches • P&L / Budget Management • Lean Operating Principles • Creative Thinker

• Workforce & Management Development • ISO-9001/AS-9100 Rev C • Global Client & Vendor Relations Technical Proficiency: Office Apps, CMM programming and applications, Cad/Cam applications CAREER HIGHLIGHTS

Engineered Precision, Inc. Costa Mesa, CA 2010–2017 CNC aerospace machine shop in business more than 30 years. PLANT MANAGER

Overall administration and general management of shop facility reporting to owner.

• Evaluated process flow of manufacturing orders. Then developed in-house office manufacturing order system using an Access software developer/programmer, streamlining daily orders flow and ultimately bringing together quality records and quality documentation support into one integrated software system.

• Led transition of AS9100 to Rev C to update manual/procedures to a more conventional style. Completed surveillance audit with zero findings for 4 consecutive years.

• Reviewed costs and pricing for customers, established relationships to move outdated pricing in line with market rates.

• Reviewed CNC machine tool assets and addressed PM and refurbishment/rebuild needs. Completed retrofit of CNC lathe and rebuilding of manual machines. Programmed Mitutoyo CMM and developed calibration plan.

• Designed, contracted and executed office remodeling for enhanced site presentation. Dameron Alloy Foundries Compton, CA 1992-2004

A private, family-owned $30M multi-plant producer of steel investment casting tooling for the commercial and glass industries.

OPERATIONS DEPARTMENT MANAGER 2003-2004

Requested and obtained role as Agent of Change for the Finishing Department (the largest production department within the company) with executive approval of the company president. Supervised grinders, welders, cut off saws, sandblasting, shipping/receiving.

• Reduced costs by 15% through renegotiations of purchase agreements & reduction in # of vendors to 5.

• Implemented new process flow through the department after evaluation and measurement of past process

• Used value stream mapping to influence continuous improvement of production output.

• Influenced staff progression & supervisory promotions through personal coaching & mentorship of 40 associates.

• Deployed new production software system to track costs for estimating, managing productivity and improving workflow.

• Reduced purchasing costs through systematic revisions of vendor purchasing arrangements, including freight logistics pricing for customers.

ENGINEERING MANAGER 1998-2003

Engaged to oversee a business support division including full management accountability of a $1M+ CAD/CAM department comprised of an in-house tool/machine shop. Served as technical subject matter expert and intermediary between customers and customer service department.

• Increased profits by $350K within the first year by modernizing production set up procedures and introducing lean manufacturing techniques to improve machining and reduce average job cost time by 20- 50%.

• Slashed fabrication time for the highest recurring tooling job by 50% through lean manufacturing principles; evaluated Engineering CAD/CAM software and led transition from 2-D Cad to 3-D Modeling/Machining solution.

• Reduced average job times by 25-50% via baseline time studies and improved machining techniques.

• Introduced new technology spanning work holding equipment, advanced cutting tools and superior fixtures.

• Developed major international account with a firm in Tokyo from inception encompassing upfront tooling requirements and design changes to full production.

• Appointed to project manage the integration of machining operations into new business acquisition, involving resource allocation, machine tool equipment consolidation and new vendor selection. TOOLING MANAGER (1994-1998); CAD/CAM ENGINEER (1992-1994) OTHER CAREER HIGHLIGHTS

Holmes Body Shop, Westlake Village, CA ($3M auto collision repair facility). 2007-2009 PRINCIPAL / GENERAL MANAGER / PARTNER

Co-founded new holding company, acquired business and purchased operating equity stake. Performed complete due diligence (reviewing corporate P&L financial statements and budgeting worksheets) prior to acquisition, subsequently restructuring models for operational and revenue targets to foster sustained growth. Applied Theory of Constraints to production operations.

• Optimized business and company market share by increasing monthly sales from $150K to $235K over six

(6) short months of operation; increased average repair volumes and ensured proper staff training.

• Cut operating expenses by 16% by scrutinizing and renegotiating vendor and insurance partner contracts.

• Instrumental in the company’s rating as top-level "Preferred Vendor" status with Allstate and AAA by forging long-term alliances with these leading insurance agencies.

• Deployed new customer relationship and employee training programs to emphasize relationship building, sales closing techniques and business growth.

Eddy’s Auto Body & Paint, Long Beach, CA ($1.5 Million auto collision repair facility). 2004-2008 PRINCIPAL / GENERAL MANAGER / PARTNER

Founded holding company to purchase repair shop and jointly spearheaded operations. Personally developed new financial budget model and sales plan to maximize ROI and profitability. Integrated a customized database to analyze improvement opportunities with a real time delivery performance measurement system. Ensured all necessary government zoning, licenses, permits; scheduled necessary inspections. Recruited marketing and office managers to secure new accounts and oversee office administration respectively. Collaborated with an HR consultant to establish an employee relations program and develop the staff handbook.

• Collaboratively transformed underperforming business operations from an $840K per year operation to

$1.5M and net income to 8%.

• Grew business from $70K a month to $120K by increasing average repair order sales figures, service delivery speed and customer service levels to outperform competitors.

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