JAMES A. SHARP

**** **** *** **** *** Ridge, North Carolina 27310 619-***-**** adbgo1@r.postjobfree.com linkedin.com/in/james-sharp-62916415

SUMMARY

A highly accomplished and results-oriented operations executive with extensive global and domestic experience in plant management, supply chain management, process improvements, root cause analysis, business development, outsourcing, change management, and training and development. Leverages analysis and forward-thinking skills to streamline manufacturing processes to deliver cost savings and sets operational objectives to facilitate growth and expansion. A motivated and ambitious producer, who consolidates operations to decrease operating costs, identifies and implements best practices to ensure efficiency, and enhances equipment utilization for improved financial performance.

EXPERIENCE

TE CONNECTIVITY, Winston-Salem, North Carolina

Director of Operations Strategy, 2019

Defined operations’ strategic initiatives, footprint, and outsourcing and localization goals in collaboration with senior leadership. Helmed special cross-functional projects primarily related to footprint actions (outsourcing of key processes and building expansion). Assisted in setting aggressive but achievable milestones (financial and non-financial) for high-growth businesses, monitoring and evaluating progress. Delivered mentorship and coaching as well as facilitated professional development of strategy team members to strengthen operational readiness of talent.

Developed plan for consolidating Greensboro operation into one building and reducing operating cost by $30,000,000.

Completed evaluation of core manufacturing competencies and determined outsourcing options for specific manufacturing processes. Delivered financial savings of $3,500,000 annually.

Director of Operations and Center of Excellence, Greensboro, North Carolina, 2016-2019

Managed Greensboro campus operations with 1,200 employees and $350,000,000 in sales. Directed Global Center of Excellence for apprenticeship to develop and deploy best practices in apprenticeship program structure and management. Transitioned from TS to IATF certification. Collaborated with key leadership on digital transformation of manufacturing management. Oversaw two growth and contraction cycles within three years. Reduced campus size in 2016 by over 75 employees and then increased by over 300 employees one year later. Increased overall productivity by 6.7% by utilizing best manufacturing practices for stamping, molding, and plating. Executed minimum of five Kaizen events per month, focused on scrap reduction and cycle time improvements.

Led Center of Excellence activities for Americas region to improve overall business performance through cycle time reductions and utilization improvements resulting in $15,000,000 in annual savings.

Awarded with North Carolina Star for Safety and North Carolina Stewards for environmental leadership.

Supervised $12,000,000 capital expansion of plating operation while running day-to-day operations and completed project in less than ten months. Managed and grew company’s apprenticeship program doubling in size and aligning with two technical colleges.

AMPHENOL, Winston-Salem, North Carolina

Global Operations Manager, Mezzanine Products, 2012-2015

Coordinated global implementation and qualification of new connector platforms to support growth of Mezzanine connector business. Interfaced with customers to ensure satisfaction and identify new opportunities. Met operational production, productivity, and inventory goals.

Optimized manufacturing capabilities at global level to improve financial performance and customer responsiveness. Increased equipment utilization by 30% and decreased scrap by 40%.

Drove key cost reduction projects to meet critical objectives and increase profitability.

Global Plating Technology Manager, 2010-2012

Directed program objectives, including global implementation of plating technologies and equipment in United States, China, and Malaysia. Performed industry standard testing and customer-specific requirements. Coordinated directly with end customers, Fortune 500 companies, and industry leaders to achieve technology approval and execute conversion plans. Led global commodity management team to develop and oversee division’s global precious plating strategy.

Implemented and qualified $2,000,000 program for new plating technology that reduced gold consumption by 60% and resulted in $10,000,000 annual cost savings.

Achieved annual program savings of $750,000 through process optimization and pricing negotiations.

Plant Manager and Global Commodity Manager, 2005-2010

Directed daily operations for manufacturing, including design engineering, production control and scheduling, human resources, quality systems, and finance. Oversaw global contract negotiation and award for copper, plastic, and precious metal plating contracts. Served as key member of acquisition team responsible for acquiring and developing Asia component manufacturing capabilities.

Increased utilization of manufacturing equipment by 10% and reduced operational expenses through strategic outsourcing by 15% and process cycle time by 20%.

Performed global commodity management, including creating and executing cost down planning leading to $10,000,000 in annual savings.

Acquired and developed component stamping facility specializing in insert molding capabilities in Malaysia, increasing worldwide stamping capability by 60%.

ADDITIONAL EXPERIENCE

TERADYNE CONNECTION SYSTEMS, INC., Winston-Salem, North Carolina, Plant Manager, 2002-2005. Established and recertified ISO 9001 and ISO 14000 systems. Performed utilization improvement activities of high-speed manufacturing equipment, resulting in 23% production increase.

Plant Manager, 2002. Led transition of company's largest component supplier through U.S. bankruptcy court, proceeding into asset purchase agreement. Initiated implementation and recertification of ISO 9001 and ISO 14000 systems. Managed daily operations for division's component manufacturing operation in North Carolina and increased daily manufacturing output by 400% in four years with reduction in overall operational expenses.

Manufacturing Manager, Nashua, New Hampshire, 2000-2002. Supervised new product introduction team focused on pulling high-speed connector products into manufacturing; team comprised engineering, operations, planning, and purchasing personnel. Performed management functions, including team development and operational metrics required to bring $20,000,000 connector product to market. Managed manufacturing capacity planning and capital expansion projects within plant and with external suppliers. Directed team efforts in development of all ISO documentation for manufacturing and product release.

TQM Manager, 1998-2000. Led Total Quality Management (TQM) initiative within division of 2,000 employees. Managed Division Quality Council (DQC), directed strategic business planning process, and steered development of customer satisfaction metrics. Developed training materials for failure mode and effects analysis (FMEA) and visual workplace programs. Oversaw TQM training and employee promotion and recognition activities for maximized employee participation. Presented analysis of TQM activity and effect on business results to DQC and corporate TQM office as well as supported supply line management team with supplier training in TQM and root cause analysis.

Process Engineering Manager, 1997-1998. Coordinated process engineering group responsible for transitioning new, high-density connector product platform from development to product manufacturing. Directed supplier component qualification, advanced quality planning, failure mode and effects analysis, and process capability analysis. Drove team to develop ISO documentation supporting manufacturing operation of new connector product. Led quality improvement teams to improve development release process and integrate company’s “revolutionizing product development” initiative into release phase.

Engineering Manager, 1995-1997. Oversaw cross-functional engineering organization charter to support all aspects of high-density connector manufacturing, including process engineering, component engineering, supplier development, and quality control. Coordinated transition of connector operation into 78,000-square-foot facility. Implemented process control within connector manufacturing operations to reduce product variability. Directed supplier development activities to implement process control with progressive stamping and precious metal suppliers. Led team responsible for TQM activities within connector factory.

Supplier Development Engineering Manager, 1993-1995. Created supplier development organization to support division’s rapid growth. Managed seven engineers overseeing progressive stamping, precious metal plating, injection molding, insert molding, and non-precious metal plating. Directed incoming inspection efforts for ten inspectors. Coordinated supplier activities required to launch 24 new, progressive stamping dyes and conversion of barrel plating operations to reel-to-reel plating. Oversaw material review board activities for division-supplied materials. Led team in developing documentation system to meet ISO 9000 requirements.

Component Engineering Supervisor, 1992-1993. Maintained component documentation and technical support for all proprietarily designed connectors, including progressive stamping, precious metal plating, and injection molding. Supported product development activities related to documenting component design. Supervised mechanical designers, mechanical engineers, and plating engineers. Managed $1,000,000 in capital equipment projects related to progressive stamping.

Product Engineer, 1989-1992. Developed electronic assembly solutions with customers to optimize performance and manufacturability. Developed bills of materials, process routes, and associated documentation to support manufacturing operations. Conducted two years of prototype activity resulting in $4,500,000 increase in IBM product account. Maintained active membership in continuous improvement activities associated with increasing labor efficiency through process automation and product redesign.

GENERAL ELECTRIC COMPANY, Pittsfield, Massachusetts, Product Design Engineer, 1986-1989. Coordinated packaging, design, and development of high-density electronic systems and subsystems at Pittsfield location. Designed plated-through-hole, surface mount technologies, multilayer flexible circuits, digital electronic controller for Bradley Fighting Vehicle, and next-generation 20 MHz Trident submarine systems. Designed and developed electronic assemblies for flat panel display systems at Wilmington location. Conducted thermal management studies, using ANSYS computer program, to aid in placement of electronic components. Created and documented ten subassemblies and two motherboards over six months.

EDUCATION

NORTHEASTERN UNIVERSITY, Boston, Massachusetts

B.S., Mechanical Engineering, 1986

COMPUTER SKILLS

Microsoft Office Suite, SAP

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