REZA B. TANHA

**** ******** *****, ******, ** ***05

Tel: 630-***-****

e-mail: ad2uny@r.postjobfree.com

PROFESSIONAL SUMMARY

Operations / Engineering Professional (bachelor’s degree Math/Physics, MBA) with more than (25) years of practical hands-on experience in high volume commodity and bespoke OEM manufacturing. Construction planning. Products supporting heavy industry, trucking, and tier I automotive customers. Responsibilities have included, full P&L responsibility, budgeting, operating to departmental budgets, inventory management, introducing lean principles and improving margins through productivity improvements; increasing warehouse inventory turns; vertical integration; capital projects; cost justification; authoring annual capital budget requests; cost saving initiatives and contingency planning; change agent. Experience has led to knowledge of OSHA / ASME, ISO, NQA, CFR, GMP, SQF, IAPMO, CSA, NSF and EPA regulations; safety, preventative and predictive maintenance implementation; production methodology; team building; training; conflict resolution; Six Sigma tools (Black Belt and Green Belt Certified); lean manufacturing methodology and high-volume CNC machining, wire EDM, metal fabrication, injection molding, welding, tooling (deep draw / progressive dies) and powder paint processes.

PROFESSIONAL EXPERIENCE

January 2023 to November 2023

TYLER PIPE & COUPLING, a Division of McWane Inc.

VP & General Manager – Marshfield, MO – Reporting to offsite EVP Plumbing Group

Full P&L responsibility for $140MM Division of the Plumbing Group with 300 direct and indirect reports.

Filled key vacant management positions upon joining organization - EH&S Mngr., Dir. Of Supply Chain & Logistics, Engineering Mngr., Mold Dept. Engineer (Maplan & DESMA) and Quality Mngr.

Finalizing the consolidation of Riverside, California Operations into Marshfield, MO.

Effectively doubled HD production from 14k units per day to 31k units per day in nine months.

Resolved serious certification problems with three separate accreditation agencies (IAPMO, CSA & NSF). Successfully reestablished certification and listing of over $773k direct cost in quarantined inventory.

Assisted with the shuttering of Sri City, India facility wholly owned by McWane, Inc., including asset allocation.

Began the process of establishing an ISO 9001 Compliant QMS system where no quality system existed.

Reestablished monthly plantwide meetings across three shifts.

Facilitated the transition from AX ERP system to Microsoft D365.

Transitioned from over $14MM in foreign sourced raw material to domestic raw material usage for establishing BABA and AIS compliant product for “Build Back Better” funded projects.

Worked with suppliers in India and Thailand to source an agency listed foreign product line to compete with low-cost foreign competitors for Q1 2024 launch.

June 2022 to November 2022

Hollister Whitney Elevator Company

General Manager – Quincy, IL – Reporting to offsite COO

Full P&L responsibility for $136MM B.U. Union facility

Charged with affecting cultural change and improving the company’s image in the community.

Implemented an aggressive inventory reduction plan resulting in an overall inventory reduction of $4MM in just four months.

Extensive community outreach.

September 2020 to June 2022

CROWN CORK & SEAL USA, INC.

Brand Building Packaging

Plant Manager – Alsip, IL

Full P&L responsibility for $63MM three shift union facility, highly automated aerosol manufacturing plant.

Took control of an operation in disarray. Alsip Location was last in key performance indicators in the (CAPP) Division despite being the second largest facility in the division. Returned to No. two in profitability in first six months.

Since September 2020, Alsip location is now the leader in Safety, Quality, PM&R and Production Efficiency in the CAPP Division.

Met or exceeded every monthly financial objective, including labor variance, production variance and spoilage variance since November 2020 through present.

Reduced mandatory Saturday overtime from four Saturdays per month to two Saturdays per month, dramatically improving employee moral while continuing to surpass financial objectives.

Filled five vacant salaried exempt positions. Plant Superintendent, Quality Manager, Facility Engineer, Production Supervisor, Production Control Manager, Office Manager/Accounting Clerk.

Implemented monthly plantwide meetings. Re-started abandoned safety committee meetings.

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PROFESSIONAL EXPERIENCE--(Continued)

Managed external audit in October 2020 with Price Waterhouse Coopers due to findings from previous administration.

Managed 2020 Q4 physical inventory and 2021 Q1 physical inventory.

Managed and enforced all of Crown Corp. Covid-19 protocols and managed production with high absenteeism and lengthy return to work protocols.

Assisted in successfully implementing a new three-year USW Union Contract with any operational disruption.

Prepared and presented financial and operational goals and objectives presentation to executive management team including the CAPP Division President.

Prepare 2022 Capex budget in conjunction with Corporate Financial and Engineering Teams.

June 2014 to September 2020

SKOLNIK INDUSTRIES, INC.

Industrial Packaging for Critical Contents

Vice President of Engineering and Operations – Chicago, IL

Full P&L responsibility for dual-site operation including annual operations and capital budgeting for $33M operation.

Consistently increased Net Income on a year over year basis through overtime labor reductions, productivity improvements and headcount reduction.

Average labor hour day reduced from 9.4 hours to 8.1 for over seventy associates while increasing production output.

Direct supervisory responsibility for eight department heads with a combined staff of approximately 100 employees and 25 temporary staff.

Created EH&S Department where none had existed. Set monthly inspection regimen for fire extinguishers, emergency lighting, emergency exit signage, eyewash. Constructed LOTO program from scratch. Formatted emergency evacuation procedures and established the hazardous communication policy.

Established HR department and implemented an annual performance evaluation program based on deliverables for all hourly and management staff. Updated employee handbook established SMART Goals for management staff and tied bonus program to goals attainment by department.

Created and staffed engineering department. Transitioned engineering drawing files from 2-D AutoCAD to 3-D SolidWorks.

Implemented PM program and utilized CMMS to track downtime and maintain repair history.

Began the process of modernizing a substantially undercapitalized production floor with new equipment. Re-prioritized capital expenditures from non-value-added purchases to value added projects that contributed directly to the bottom line.

Reduced factory overhead and burden by over $250k/month within the first year. Achieved first ever, complete calendar year with profitability in every month.

Increased productivity and throughput while simultaneously reducing overtime by over 80%.

Reported directly to CEO.

Jan. 2006 to June 2014

E.R. WAGNER MANUFACTURING CO. – STOCKER HINGE BUSINESS UNIT, Brookfield, IL

Manufacturer of Industrial and automotive hinges, wheels and casters, formed tubular products and stampings

Director of Engineering (Operations, Facilities, Tool & Die, Maintenance and EHS Manager)

Full P&L responsibility, annual budgeting, managing operations, monthly financial review and operating to budget.

Change agent responsibility to include personnel evaluation and to effect cultural change for newly acquired facility.

Management responsibility for EH&S, facilities, maintenance, manufacturing and design engineering and tool room departments.

Installation of the first modern, multi-press progressive stamping line in 2010 to support $300k/month production for key heavy truck customers.

Working closely with large customer base on production requirements, product cost reductions to support customer pricing targets, resolving engineering and design issues.

Lean manufacturing and methodology implementation, to include cell manufacturing, pull systems and WIP elimination. Generated cost reductions in excess of $500k in first six months. Cost reductions in excess of $1M in less than two years, which does not include personnel reductions. Introduced and applied Six Sigma principles. Reduction of set-up times and equipment modernization for a large number of coil stamping press lines. Quantifiable cost reductions of $1.5M in FY 2010, $900k in 2011 and $694k in 2012.

Safety and environmental compliance coordinator. Manage Safety Committee and OSHA compliance matters.

Capital projects, cost justification, authoring annual operations and capital budgets, contingency planning responsibilities.

Review and development of corporate strategy with CFO and CEO. Emerging markets and opportunity evaluation.

Member of the senior management team, reporting only to off-site CEO.

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PROFESSIONAL EXPERIENCE--(Continued)

Dec. 1995 to April 2005

COLEMAN COMPANY INC., Maize, KS, Wichita, KS, Pocola, OK and Springfield, MN

Progressively more responsible roles from production supervisor to engineering manager

CERTIFICATIONS

Ken Chapman & Associates - KCA Leadership Certificate

Six Sigma Black Belt

Six Sigma Green Belt

EDUCATION

Saint Mary’s University – Minneapolis, MN 2021

Master of Business Administration (MBA)

Wichita State University, Wichita, KS 1996

Bachelor’s Degree, Math/Physics

Kansas State University – Manhattan, KS

Civil and Mechanical Engineering Coursework

Member of Varsity Football Team

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