Sales Injection Molding
Resume:
John R. Didinger
Boyertown, PA ****2
E-Mail acz34j@r.postjobfree.com
Objective and Strengths
Desire to utilize my strengths to support a shared set of objectives, increase the company’s growth potential and make a difference while being a key player in a strong team. Continue to personally grow experiences and learn new techniques to attain desired results.
Management Style – Hands-on Controller who understands what it takes to accomplish day-to-day work. Together with resources available review work flow and listen well to address any and all related issues while attaining a high level of creditability.
Key to a strong team is for all to understand what they do and why. Teaching the why to generate pride and drive goals.
On-Boarding process takes into consideration all aspects of job, upstream and downstream and a true understanding.
Working with peers and assigning team to complete the same to develop better team working skills and deliver results.
Communication – Working in Mfg the majority of my career has given me the ability to coordinate working on the floor and attaining information on issues and working with Operations mgt to address those while reducing cost to the company. Also able to work with Sales teams and develop communication channels to reduce complexity in product mix and just in time production points. Also negotiating vendor agreements to enhance cash flow for operation of plant and allow for room to maintain our older array of equipment.
Ability to deliver Financials to a Board of Directors while having all the questions already answered as prep.
Determining why something was the way it was and fixing it for current operations and strategy.
Operations – Spending much of my day on the operations floor enables me to understand the financials from a perspective of very few controllers. It also enables me to better communicate the real issues with financial related reports pertaining to performance and KPI’s from the operations to Upper management to cut waste and create value in the operations. Having actually managed production facilities at ESW and Dana has strengthened my skills for applying financial information to the production floor.
Delivering financials with information down to machine level of the operation to enable Mgt to key on real issues.
Supporting other departments with key information daily and more to help drive results in operation.
Data Mining – Having spent this time with Operations Mgt and also engineers I have always gotten a lot of questions around “Where did you find the problem?” Well that comes from digging into the data of the MRP/ERP system and developing reports that support my conclusions. These reports then get molded into formats all parties are comfortable with to report on whatever basis the audience is looking for.
Drive daily metrics for a common set of data and consistent trends on data.
Determine root cause to issues in operations by going thru all data streams and delivering results of issues.
Cost Accounting – Working in Mfg environments I have learned that costing (STD/ACT/AVG/Job) and being able to develop understandable reporting to Operations on variances at all levels, fixed, variable, and material or labor is critical to the success of the operations. Motivated by the difference that can be attained in this area by delivering better bottom line performance.
Measured performance at machine level / Man level / line level or all three.
Develop understandable metrics that drive cost savings for operations.
Summary of Experience
2016 – Present Consultant - Reporting to CFO / GM / Owner (Manufacturing, Service)
Project based work for ERISA Compliance. Work on Operational efficiencies. Work with inventory flow processes and KPI reporting. Budgets. Forecasts and also Balance Sheet support.
2014 – 2016 New Enterprise Stone and Lime, Inc., New Enterprise, PA 16664 (Position Eliminated in Sale)
Controller - Reporting to CAO (Mfg, Svc, Heavy Highway Const, Flow Molding, Electronics, Mining)
Work with Finance team in addressing action plan to remediate audit deficiencies and weaknesses and reduce exposure in BS by some $800K. Begin Corporate Forecasting process to develop communications between Sales/Operations/Finance to project forecast reliance (Q1 FY16 +-3%). Train team in compliance related issues and reduce staff through building processes and procedures for Accounting operations. Also work with Mfg. operations to develop a lean culture and planning environment to cut costs by some $600K in 2015. Work with Sales in reducing lead times in plant and direct initiative to reduce Manpower to right size business operations and work on manufacturing footprint. Build on Mgt. level communications to ensure team has updated information on Sales/COGS/EBITDA and any potential obstacles to meeting objectives.
2012 – 2014 Consultant - Reporting to CFO / GM / Owner (Manufacturing, Food, Heavy Truck, Service)
Complete support work with 2014 Plan and 5yr plan support, with 2 variations. Complete GAAP review of BS and site audit to clean up reporting issues. Determine Revenue Recognition issues with site and fix. Negotiate contracts with Companies to find Marketing fit for Race Team.
2012 – 2012 Reading Truck Body, LLC., Reading, PA 19607 (Layoff - Financial constraints)
Controller - Reporting to CFO (Utility Truck Body Manufacturer and Distribution, 120Mil Revenue 500 employees)
Responsible for all financial aspects of Manufacturing facility and also the Distribution arm of the business Reading Equipment Distribution. Establish measurable KPI’s, and deliver performance to EBITDA.
2011 – 2012 Polyflow, LLC., Oaks, PA 19456 (Left to move to Reading Truck Body)
(Fluid Transport Manufacturing in Oil and Gas Industry (Injection Molding), 16Mil Revenue 30 employees)
Controller - Reporting to Pres (Fluid Transport Mfg Oil and Gas Ind (Injection Molding), 16Mil Revenue 30 EE)
Responsible for all financial aspects of recently purchased entities. Establish auditable books for operating company and 2 holding companies. Establish measurable KPI’s, and deliver performance to EBITDA.
Plant Manager - Reporting to CEO
Responsible for all operating facets of the plant to develop continuous improvement using measurable KPI and other metrics. Establish all baseline BOM’s to support better quoting system with Sales.
2007 – 2010 Dana Holding Corporation, Pottstown, PA 19464 (Leadership Team Change)
Controller – Reporting to Can-Am Controller (Automotive, Mfg and Assembly, 4Bil Revenue 22,000 ee)
Responsible for all financial aspects of the Pottstown Plant, while reducing cost and attaining compliance standards of 100%.
2005 – 2006 Environmental Materials, LLC., Orwigsburg, PA 17961 (Management Change)
Regional Controller - Reporting to Sr. VP Ops and CFO (St Veneer & Brick fascia, 75Mil Revenue 350 ee)
Responsible for all financial aspects of East Coast Operations, comprising of 5 sites including 2 Plants. Establish strong teams in each region and support GM’s in regions with initiatives to attain company related goals.
2003 – 2005 Cost Mgr Uniform Tubes Incorporated, Collegeville, PA 19426 (Company sold, MN or MA)
1999 – 2002 Op Fin Mgr Resco Products, Inc., Norristown, PA 19404 (Office closed after move to Pittsburgh)
1993 - 1999 TJ Business Enterprises Inc., Boyertown, PA 19512 (Still successfully operating)
1988 - 1994 Controller General Refractories Company, Bala Cynwyd, PA 19004 (Company sold to HWR)
1987 - 1988 Merch Fin Mgr Southland Corporation, Gibbsboro, NJ 08026 (Left to enter Mfg Industry)
1984 - 1987 Investor Supr Meritor Mortgage Corporation - East, Springfield, PA (Increase in challenge)
Scholastic Record Villanova University, Villanova, PA Bachelor of Science in Accounting, 1984
Accomplishments (Some examples)
Initiated Quote Review Process. Successful in building quote review process to increase win ration of quotes. Developed plan to reduce the number of systematic quote errors be reviewing with operations personnel before submission. Develop standardized flow.
Reduce DOI by 5 days. Develop production plan for operating entity to direct plant personnel in what production to make in the next week instead of having production runs that built inventory to next month. ($500K Cash Save over 3 months, free up Operating Capital)
Increased SF/Day by 10%. By interviewing the Plant personnel and discussing with Engineering were able to better determine root cause of production related issues and enact direct change in the process. ($150K Saving/Yr annualized)
Initiated lean activities. Successful in building lean initiatives into operations by enforcing scheduling and also relations on the floor, invoking 5S and standardizing flow.
Direct Cost savings of over $2M delivered from for example, driving a MFO reduction in facility lease expense that delivered $750K/Yr along with reducing MRO tooling buys to better match the current production flow that delivered $350K/Yr and also another $165K from a State Sales Tax refund caused by a utility related error and a proposed $350K of energy savings developed from open market bidding.
Develop KPI reporting mechanisms and deliver on time reporting to plant and upper mgt.
Develop and Report Shipment and Production Scheduling for all floor supervisory and plant mgt personnel to see weekly demands on plant and adapt workforce to support.
Developed training program for Controllers in other plants to attain same level of review. ($400K delivered)
Skills
Computer Applications
MS8 QAD Implementation BPCS Implementation
Kronos / PeopleSoft Fourth Shift Syspro Implementation / Integration
Peachtree AS400 Oracle / HFM
Quickbooks MAS90 MS Excel / Access / Word / Outlook / PowerPoint
JD Edwards Oracle SAP
Industry Lines
Automotive Refractory Construction Software Confectionery
Retail & Service Service Race Team Mining/Aggregates
Manufacturing Foundry
Contact this candidate