Customer Service Quality

Allen L. Shaw, Jr.

*************@*****.*** 570-***-**** 755 Cedar Ridge Drive Lebanon, Ohio 45036

Manufacturing Operations Executive and Plant Manager

Proven Operations/Supply Chain Executive with a strong record of success leading multi-discipline organizations in diverse industries. Recognized as a results-oriented leader with a demonstrated ability to quickly improve cost, quality, and delivery performance while driving a team-based culture. Skilled communicator with experience presenting strategic direction and project plans to senior management. Highly adept with JIT, Statistical Analysis, Demand Flow, New Product Development, and Intellectual Property.

Areas of expertise

Operational Management

Plant Management

Project Management

Process and Procedure Design

Process Improvement

ISO 9001 Standards

Budgeting and Forecasting

Customer Service

Team Building and Leadership

Professional Experience

CPG Building Products – Wilmington, Ohio 2015 to Present

Manufacturer of market-leading brands of highly engineered building materials for residential and commercial markets designed to replace wood, metal, and other traditional materials in a variety of building applications.

Vice president of Operations, Ohio (May 2015 to Present)

Senior executive with responsibility, $300M in revenue, for corporate safety, quality, employee development, operations management, customer service, and production with across multiple plants for one of the largest extruded composite deck, and railing manufacturing operation in North America. Drove cultural change while leading a plant consolidation that increased the number decking lines while doubling the head count of staff within the organization.

Customer Focus:

Increased complete and on-time to our customers by 25% year over year.

Restructured Warehouse with lean principles and electronic inventory controls.

Increased daily outputs year over year by 20% using lean principles that focused on preventative maintenance, quick change overs and increased adherence to process control.

Customer Quality:

Implemented a daily review of all distributer claims to ensure that plant quality was focused on the items the customers were identifying.

Developed a new quality system assuring appropriate quality assurances were in place from supplier to customer.

Developed a quality operating system and reviews that drove six sigma improvements.

Efficiency Improvements:

Reduced the total recordable injury rate in the facility by 48%.

Established the operating rhythm of the organization by instituting Key Performance Indicators with a focus on safety, quality, delivery, inventory and processes.

Established a performance based culture by implementing KPI boards and six sigma improvements.

Increased plant capacity by 20%.

People:

Drove a performance culture by changing out key leadership positions.

Developed a recruitment plan to improve skilled areas and non-skilled positions in multiple disciplines.

Created a culture that made CPG a place to work increasing flexibility and opportunities for the employee.

Sony DADC – Pitman, NJ, Carrollton, GA, and Terre Haute, IN 2009 to 2015

Leading disc and digital solution provider, offering world-class optical media replication services, digital and physical supply chain solutions and software services.

Vice president of Manufacturing, indiana (April 2014 to March 2015)

Operation executive with full P&L responsibility, $65M in revenue, for strategic planning, development, operations management, project development, customer service, and production for the largest CD manufacturing operation in North America. Led excellent business relations with major customers including Universal Music Group, EMI, Sony Music and numerous third party music labels, which allowed effective communication so that our finished product meets their specific needs and cycle time requirements. Took a highly un-profitable business unit and after one year, turned the operations around by restructuring the organization and implementing procedures to control costs, increase the versatility of the workforce, and increase employee loyalty.

Increased contribution margin by 10% with a decrease in revenue by 16% by creating a cross training initiative moving away from specialized operators and technicians. Allowing flexibility to cover vacations and call offs without occurring cost. Established staffing levels that focused on the forecasted units and the ability of the organization to support units across 80% of the year without overtime.

Coordinated the efforts for capacity planning and forecasting to ensure accuracy for yearly budgeting and monthly planning that helped establish variable and fixed staffing for yearly and mid-range units, plus helped to establish raw material and art work needs.

Formulated and delivered goals to each operational area with the use of single page business plans that build upon the 6 established key performance indicators. Held quarterly reviews of the plans to ensure the team was achieving expectations.

Developed a Quality Strategy that improved Quality by reducing critical claims year over year by 30% by executing a newly developed quality plan that will ensure all materials coming into the factory and finished goods leaving the factory are of the highest quality. Implemented quality auditors to ensure the quality coming off the packaging lines is correct before it gets shipped. Created new critical to quality procedures and audits to ensure operations is held in compliance.

Created a more flexible fixed staff using them in variable departments to reduce overtime needs due to short staffing and vacation times.

Plant Manager, Indiana (January 2011 to April 2014)

Drives the operational and financial performance for this 320-person facility with $65 million in annual revenue.

Responsible for Boosting production output 50% by installing 22 molding, 10 printing, and 10 packaging lines from the Pitman facility; re-staffing an additional 160 technicians and operators; and establishing a new management team that was more customer-focused and flexible.

Enhanced operator efficiency by implementing Data Collection system to gauge performance.

Reduced total delivered disc cost by 20% with consolidation of fixed cost and increased operational efficiencies.

Improved employee engagement by listening to the employee concerns and generating ideas to improve work conditions and creating a focused morale team execute monthly staff appreciation events.

Maintained customer satisfaction while on-boarding them from Pitman to the Terre Haute facility, including a 20% increase in unbudgeted units.

Established a safety team with a product line focus on Kaizen activities and operational auditors that weekly identify safety issues within the product line. Reduced OSHA recordable accidents by 50% year over year and all injuries by 40%.

Established charitable and morale activities that allowed our personnel the ability to give back to the community from the Special Olympics to a local food pantry where the team provided goods and time at the pantry to support the volunteers.

CD Product Line Owner (2009 to 2013)

Spearheaded the manufacturing process for the CD product line across four separate facilities. Applied knowledge and expertise of manufacturing best practices to develop and execute strategies across all facilities to ensure they are level loaded, delivering on-time results, maintaining uniform process/procedures and producing impeccable product quality. Accountable for the product line P&L and the inventory integrity of art work and raw materials.

Led improved accountability by spearheading virtual teams encompassing every department.

Established best practices building departmental teams in all plants that talked through their processes and new projects. Actively leading and engaging to avoid any issues with conflicts within the groups.

Ensured a level loaded network concentrating on cost and preparations of the plants to be available and ready for peak season.

Simplified the CD product line network, reducing it from four to three plants in 2011 and to one plant (2013).

Plant Manager, New Jersey (2010 to 2011)

Promoted to drive the operational and financial performance for this 400-person facility with $50 million in annual revenue. Coached and developed 10 department heads, developing KPIs and measuring their performance to goals. Chaired daily production meetings to review BI reports, KPI review, outputs, ordering challenges, scheduling/staffing, and financial matters. Continually toured plant floor to build and maintain rapport with production and administrative staff to ensure optimal product quality and proactively identify areas of improvement. Prepared and presented comprehensive plant performance updates, project plans and strategic direction to the Sony executive team. Developed 24 and 48-hour quick response initiative to support expedited product replenishment.

Increased production output 15% by implementing preventative maintenance program, auditing new hire training, and refocusing training on current employees.

Reduced costs by more than $1.1 million by conducting a comprehensive analysis of all supply contracts and transportation priorities.

Reduced staffing costs by lowering staff levels 30%, 560 to 400 people by increasing outputs in operations, utilizing improved pick efficiencies in warehouse and receiving area, changing run strategy in the plant and realigning the packaging area.

Slashed critical claims 50%, increased on-time and complete 9% to 99.4% per month while reducing total disc cost by 17% by transforming the plant from a system-focused to a customer-focused environment.

Enhanced operator efficiency by implementing Data Collection system to gauge performance.

Earned distinguished recognition as a future leader and was awarded entry to Leadership Academy Program.

Director of Mold Operations and Technical Support (2009 to 2010)

Directed the operations for 21 DVD lines and 22 CD molding lines, providing direct oversight of 80+ technicians and technical supervisors, as well as 70-member operations team. Conducted in-depth analysis of costs, outputs, and operator performance, and continually worked to improve quality, process, Kaizen compliance, and operator training.

Boosted uptime 10% and increased output 7% by implementing a preventative maintenance program.

Spearheaded the successful ISO 9001 compliance initiative.

Increased market share of all music CDs produced in the U.S. from 20% to 60% by leading the installation of 12 CD lines to secure 2 major customers.

Significantly enhanced team communication by introducing daily production meetings.

Cinram Manufacturing Inc. – Olyphant, PA 2003 to 2009

One of the world's largest providers of media development and delivery services.

Director of Technical Support (2004 to 2009)

Transformed the existing structure for the DVD/BD Mold Bond Group technical operations to improve performance, reduce overhead and boost profits in plant producing 3M discs daily. Conducted intensive material analysis, oversaw parts reengineering, addressed wide-ranging equipment inefficiencies and directed 120 technicians on 130 DVD/BD optical-disc systems.

Reduced operating costs by $1 million year over year across 3 years.

Increased yields to from 86% to 94% and increased outputs 15% by directing the installation of 40 new DVD systems in 8 months, including hiring and training 40 new operators and 32 technicians, and increasing operator talent and providing critical employee motivation through a partnership with local college.

Improved employee performance and enhanced overall communication by implementing new training program targeting both current and new technicians.

Reduced task burden on technicians and improved preventative maintenance levels by creating a new position, Process Mechanic to facilitate operator equipment familiarity.

Coordinated complex disassembly and reinstallation of two plants across the US

Process Engineer (2003 to 2004)

Steag Hamatech, Inc. – Austin, TX 1999 to 2003

Dealers of optical disc and semiconductor equipment.

Manager, Process Engineering (2002 to 2003)

Process/Service Engineer (1999 to 2002)

Education and Professional Development

Master of Business Administration (MBA) - University of Misericordia, Dallas, PA

Bachelor of Science (BS), Electrical Engineering - University of Southern Maine, Gorham, ME

Bachelor of Arts (BA), Mathematics - University of Maine, Farmington, ME

Numerous Professional Development Courses - Sony Leadership Academy

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