Perry M Golden

Fishers, IN ***** 636-***-**** ad2e5u@r.postjobfree.com

Linkedin.com/in/perry-golden

MANUFACTURING OPERATIONS MANAGER

Operations Logistics Manufacturing Assembly Processing Safety Environmental

Goal and process driven manager of multimillion-dollar operations and highly effective, large teams with comprehensive experience leading salaried and hourly employees while positively impacting the plant’s bottom line. Recognized for identifying strategies to increase productivity and reduce manpower without sacrificing quality and performance. Management style readily adaptable to diverse personalities and situations. Reputation for gaining respect and cooperation from peers, subordinates, Union leadership and hourly employees.

KEY COMPETENCIES

Process Improvement, Safety Project Management, Environmental Coordinator, Lean Manufacturing, Workplace Organization, Negotiations, Continuous Improvement, GM Global Management Systems (GMS) Labor Relations, Quality Improvement, Employee Development and Mentor

PROFESSIONAL EXPERIENCE

HERFF JONES

FINE PAPER DIVISION – INDIANAPOLIS, INDIANA

PLANT PRODUCTION SUPERINTENDENT – JANUARY 2021 – SEPTEMBER 2021

Responsibility for Indianapolis Fine paper facilities daily production, safety, quality, and efficiency improvements. While meeting customer demands and expectations.

Responsible for enforcement of company standards, Health & Safety policies, protocols and training of staff.

Managed staff of 6 Production Managers, 6 Department Supervisors, and 140 Hourly employees within the facility of two separate operations and buildings.

Responsible for hiring and development of team members, to ensure their ability and effectiveness of performing their job functions.

Facilitated communication between internal and external divisional departments for resolutions of issues and concerns, to ensure clarity around production capabilities, policies, procedures, to meet customer expectations.

Implemented production processes to improve productivity efficiencies, and reduce waste.

Monitored and evaluated daily productivity schedule and removed road blocks to ensure on time delivery.

GENERAL MOTORS CORP.

General Motors Customer Care and Aftersales- West Chester Processing Center, West Chester, Ohio

General Supervisor International Operation, January 2016 – June 2019

Led change in reorganization of International department shipping process layout resulting in improved process flow, elimination of redundant tasks, reduced waiting time, and efficient quality process.

Implemented new checking process for outbound international shipments, increasing productivity and increasing efficiency 25%.

Changed workforce cultural behaviors holding hourly and salaried employees accountable by coaching, mentoring, and training.

Mentored and contributed to development of new supervisors.

Implemented new Quality check process for international windshield packing, reducing ept (errors per thousand) from 7 to 3 ept.

Operations General Supervisor Domestic Kitting and Processing Operation, June 2011- December 2015

Eliminated indirect manpower by redeploying to direct processing operation.

Implemented quality process for high error kits reducing errors.

Changed process layout reducing waiting and downtime.

Relocated outbound Domestic shipping operation increasing efficiency and improving process flow.

Rearranged kitting check/packing operation reducing downtime

Operations General Supervisor Warehouse and Distribution, March 2007 – June 2011

Service Parts Operation/Redistribution Center – Pontiac, Michigan

Managed 6 salaried supervisors and 130 hourly employees receiving, picking, packing, and shipping up to 18,000 pieces through 28 trailers per day (at peak). Monitored productivity, health and safety, quality, and department budget.

Reduced manpower by 33% by implementing new receiving process. Significantly impacted overall department and plant performance metrics.

Slashed number of shipping department employees from 14 to 2 by conceptualizing and implementing new loading process.

Reduced number of packing bench employees from 18 to 3 by merging picking, packing, and shipping operations into one function performed by existing picking department staff. Pitched controversial concept and gained acceptance from union leaders and members.

Increased efficiency of picking processes and reduced indirect labor by restructuring operations and eliminating redundant use of manpower without impacting quality.

Supervisor, Labor and Personnel Representative, January 2006 – March 2007

Oversaw grievance process for 500 hourly employees. Effectively interacted with UAW leadership to resolve grievances before escalation to 3rd step. Prepared settlement case reports for grievances not settled locally.

Settled unprecedented 597 (out of 600) grievances.

Contributed to local contract negotiations.

Managed HR recordkeeping with PeopleSoft system.

Participated in interviewing and selecting salaried supervisory and hourly employees.

Service Parts Operation/PDC – St. Louis, Missouri

Operations Supervisor, April 1988 – January 2006

Supervised hourly employees in picking, shipping, receiving, material returns, and maintenance departments to support movement of 12,000+ pieces in 20 trailers per day. Examined processes and instituted changes to increase efficiency and accountability.

Trained and mentored new supervisors.

Increased productivity by 30% by implementing new picking and packing process.

Led shipping department to achieve consistent record of 95% on-time deliveries.

Consistently managed maintenance projects to be completed on time and under budget.

EDUCATION

Master of Business Administration, coursework – Webster University • St. Louis, Missouri

Bachelor of Science, Management – Tarkio College [now closed] • Tarkio, Missouri

TRAINING

Extensive internal training on leadership, safety, and operations topics.

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