Michel L. Plasse

*** **** ***** 201-***-****

Ridgewood, NJ 07450 ad2wbn@r.postjobfree.com www.linkedin.com/in/michelplasse

Global Operations, Manufacturing and Supply Chain Professional

“Growing Companies One at a Time”

Senior Global Operations and Manufacturing Professional with success increasing bottom line revenues by applying innovative approaches to drive business and operations and increase sales. Expertise in leading and re-engineering businesses, operations start-ups, and reducing costs to maximize profits. Successful track record includes operations and sales in US, Mexico, Europe, and China. Achieved revenue increase: 850%, profit increase: 960%, Cost reduction: 77%. Designed, patented, manufactured, and sold revolutionary aerospace product with 1st year sales $1.2MM and a $950M gross profit. Flexible leadership style with focus developing and mentoring teams to achieve maximum performance. Achievements in military, automotive, aerospace, medical, distribution, battery, electronics, fuel cell, consumer products and metal components.

Expertise

Strategic Planning / Implementation

Product Development / Patents

Organization Planning

Global start-up expertise

US, China, Mexico

ISO/QS-9000, ISO 13485,

AS-9100. TS16949

Lead domestic and international.

Operations for growth and stability

High Growth / Turnaround

Business Development

Capital Planning

Lean Manufacturing

Increasing sales

Process Improvement

Business Reengineering

Goal & Objective Setting

New Product Introduction

P&L

CNC Production / Management

World Class Manufacturing

Project Planning

ERP Installations

Supply Chain Leadership

Professional Experience

Brighton Cromwell/Triman Industries, Randolph, NJ

Military aftermarket supplier Industries: Military, OEM, Commercial, and Industrial

VP Operations / Supply Chain 2019 - Present

Successfully led the $100M operations and supply chain to achieve and surpass delivery, profitability, cash flow, business goals and objectives in a high growth environment. Ensure that departmental decisions and project plans such as those for staffing, development, organization, material efficiency, hardware acquisitions, and facilities are in line with the organization’s business plan and vision. Member of the Executive Team to define and implement strategic direction, drive functional, operational and sales activities and prepare for continued fast growth.

Reduced total operational direct labor by 20% in first year and followed up with an additional 28% in year 2.

Instrumental in restructuring organizational responsibilities to enhance customer service, improve communication and optimize staffing with the goal of building, managing, and developing high performing teams and leaders.

Identified and implemented new processes, technologies, systems, performance metrics/KPI’s/dashboard to drive the growth-driven operational strategy. This created rapid improvement to streamline organization processes, resources, and material. It added visibility for management decisions which resulted in improved customer service, quality, and reduced costs.

Secured new facility, planned, and led the relocation with little disruption in business. The new space and layout improved operational flow, inventory accuracy and customer service.

Drove rapid improvement in performance using metrics, lean tools, six sigma and a robust operating system.

Bulbrite Corp, Moonachie, NJ

Lighting manufacturer and distributor Industries: Commercial, Industrial and Residential

Director Supply Chain 2012 - 2017

Specialize in Supply Chain, Operations, Distribution and Global Logistics. Actively recruited to improve operations, procedures, facilities, and processes to prepare for expansion. Required changes to business strategy and culture to support double digit growth and corporate goals.

Developed and implemented new supply chain strategy and warehouse team structure to support and meet corporate goals, performance objectives and customer expectations.

Improved customer service and reduced costs by establishing a new distribution center on West Coast.

Upgraded order fulfillment, improved procedural flow, reduced labor costs and improved inventory accuracy and maintenance by upgrading ERP, fulfillment systems and procedures.

Improved customer service, shipping times and reduced labor costs by modifying and mechanizing fulfillment area.

KPI improvements. Same day ship KPI was 86% now 100%. Ship accuracy was 82%, now 99.95%.

Improved logistics costs and process from China to US and to other countries.

UPS contract negotiation resulted in $177,000 annual savings in addition to previous negotiated rates.

Tel Instrument Corp, East Rutherford, NJ

Avionics electronics equipment manufacturer Industries: Military, Aerospace

Director of Manufacturing 2011 - 2012

Recruited to set up new facility and align manufacturing for growth to meet the requirements of the Navy, Army and Coast Guard contracts.

Immediately improved manufacturing output and reduced labor costs by streamlining operations, improving manufacturing flow and reducing quality rejects.

Improved labor costs, quality, and reliability by implementing new manufacturing practices and work instructions, along with instituting operator training programs, within the first 2 months.

Realigned organizational structure for anticipated growth.

Enhanced material sourcing to improve quality, reduce costs and meet growth plans. Established supplier relationships for myself and the Materials Manager.

Improved manufacturing and quality systems to consistently produce reliable, quality product. Established manufacturing and quality benchmarks.

Implemented employee lean manufacturing training to initiate culture changes to manufacture quality products, minimizing waste, optimize output, reduce waste, and instill employee product and quality ownership.

Obtained DOD secret security clearance with NATO clearances.

American Conveyor, Ridgewood, NY

Conveyor Manufacturer and integrator Industries: Food, Dairy, Pharmaceutical

President 2010 - 2011

Hired as VP Operations to improve operations, implement lean manufacturing practices and improve profits. Became President after establishing my business and technical talents and leadership skills. Improved corporate directions resulted in a 40% growth in 2010 and a planned 37% growth in 2011.

Improved operational and manufacturing procedures, processes, and documentation. Resulted in reduced costs, increased output, and improved quality and improved throughput.

Restructured sales and engineering to support aggressive growth with improved customer service.

Implementing an ERP system to improve information flow in Operations, Materials and Production planning.

Realigned material sourcing and procurement process to improve delivery, costs, and quality. This included sourcing, establishing, and forming relationships with qualified suppliers.

Greatbatch Corp – EAC Division, Teterboro, NJ and Suzhou, China

Global Battery and Power Systems Mfr. Industries: Medical, Communication, Aerospace, Military, Electronics

Director of International Manufacturing 2002 - 2010

Established and managed manufacturing operation in Suzhou China with full administrative and P&L responsibilities. As Business and Lean Manufacturing expert successfully re-engineered US operations and implemented Lean techniques in US and China. Responsible for Operations, Manufacturing, Materials, P&L, HR, and Sales in China.

Restructured the New Jersey operations. In the first year, increased customer sales 16% by reducing costs, optimizing processes, communication, and service.

Established and directed new manufacturing operations in Suzhou, China.

Suzhou operation increased NJ corporate sales revenue by 57%.

Developed qualified Chinese supplier base.

Increased corporate sales and maximized profits by employing lean manufacturing / World-Class techniques, setting new strategic targets, improving, and implementing marketing plan, restructuring organization, and improving facilities.

Implemented lean manufacturing practices (cellular, 5S, Kaizen, 6 Sigma, JIT), reduced costs, improved processes, added automation.

oIncreased overall production efficiency from 62% to 94%.

oImproved on time deliveries from 79% to 99%.

oReduced product costs 64% through lean techniques and design improvements.

oAchieved process time reductions 82%.

Education

MBA Finance - Fairleigh Dickinson University, Rutherford, NJ

BS, Engineering Management - Western New England Univ., Springfield, MA

Lean Manufacturing Principles – NJ Institute of Technology (Smart Manufacturing Solutions)

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