Plant Manager

Richard Seddon

Plant Manager

Helping Companies Translate Their Business Goals to Reality

Anderson, SC 29621 e-mail: ********@*******.*** Ph: 864-***-****

Summary of Qualifications

As the Plant Manager I have managed Design Engineering, IT, QC, fabrication, stamping, welding, robotics, CNC machining, painting,, air/electric/hydraulic systems, aerospace R&D and parts, robotic/manual assembly, maintenance, logistics, HR, Team Building, safety. I have successfully completed two Total Facility Startups and five Change Agent operations to highly productive team status, making two highly saleable.

As VP of Manufacturing and Upgrade Project Manager, I saved $1.3 million of a $5 million budget and increased productivity 40% without any building additions. Also computerized all tooling and inventory using 2 Crib-Master vertical towers, making the department profitable and creating an added 10,000 sq. ft. of available floor space.

Software systems used: SysPro-Lynk, Made-2-Manage, Oracle, SAP, Epicor, Intuitive, EDI, WMS, Syteline, Symix 3/4, MS Office 2016 / 365, MP-2, MS Project, Share-Point.

Managed manpower (Up to 4 facilities), 425+Associates, 6 managers, 18 supervisors, lead people and 6 sub-contracted crews, 41 vehicle Installation Fleet plus all equipment, multi-shift operations. Managed many Projects to completion. Developed highly productive crews/teams traveling globally.

Improved safety plant wide with equipment safeguards, LOTO, signage and continuous training, bringing all departments to OSHA, Fire and EPA standards. Achieved Virginia SHARPS safety certification. I maintained DOT/CDL Fleet Compliance logs/documentation for the fleets.

Managed Automotive New Part Introduction (NPI) process quality improvements, including ISO 9001-2015 and TS16949 audits and certifications. Established (PM) Planned Maintenance programs and LOTO for all equipment. (MP-2) Which included staffing of maintenance force. Trained, prepared and installed 5-S principles, cleaned, painted entire facilities and work areas with tooling shadow boards and cabinets, including CNC controlled, swipe card Visual Factory productivity, LED informational boards, held Kaizen events and Continuous Improvement meetings.

Employment History

Elixir Extrusions, LLC. Douglas, GA (Change Agent) 1 Year Assignment completed early Oct 2018 to April 2019

PLANT MANAGER: Position required needed guidance of a rapidly growing company about to add two facilities in organization, communications, new software installation process control (SysPro-Lynk), attendance improvements due to lack of available employees, Team development, throughput/flow improvements and production control management.

Certified Lean Installation Consultant Lean Installation Guidance, NPI, Contract Work with 6 Companies in SC April 2012 – 2018

CONSULTANT: Six separate contracts with Automotive Tier 1 Suppliers were completed. Each contract differed for needs, but covered Lean Installation, Takt Time settings, NPI guidance, Safety/OSHA guidance, Plant layout with Lean directions and assistance which aided these new suppliers in meeting the automotive assembly plant needs.

Delta Power Equipment Corporation. Anderson, SC (START UP) Plant closed – off-shored to Taiwan _ Jan 2011_-_Mar 2012

PLANT MANAGER: Position required acquisition, relocation, training and startup of a near depleted woodworking machinery manufacturing company. I directed the site preparation and Lean plant layout of the existing building before hiring all production personnel and beginning training, then serviced or repaired all production equipment after relocation including Weld / Assembly Robotics, CNC machinery, welding, stamping presses, air/electric automated assembly systems and the powder paint system due to previous owner’s lack of maintenance. Production demands were achieved from empty building startup in 4 months, surpassing expected goal of 6 months. By the 10th month, productivity had surpassed previous owner’s volume with fewer people.

TSAY/Ferguson-Williams JV (TFW), Fort Stewart, GA and Hunter Army Airfield Reorganized July 2009 – Jan 2011

QUALITY CONTROL MANAGER: Position included conversion of two military bases to ISO 9001-2008 quality standards within their Public Works Division, encompassing 325,000 acres in 5 counties with a population of 35,000+ US Army personnel. All grounds, water, buildings, runways, tank trails, equipment, lighting, power generation, roadways, sub-divisions, sidewalks, landfill and lakes are inspected to stringent DOD standards. I managed root cause analysis of quality non-conformance issues using the SAP system. I directed the upgrade of data reporting to the Commander of the military bases from written form to digital high-speed communications. Customer satisfaction within the US Army and US Army Corp of Engineers is the highest priority. I held a DOD Secret Security Clearance for facility inspection access.

Continental Field Systems, Inc., Savannah, GA_ (CHANGE AGENT) Downsized, lack of work Mar 2007 – Nov 2008

VICE PRESIDENT OF MANUFACTURING: I accomplished total production facility upgrades with signature authority, staffing, training, budget development, safety, plant layout, planning, engineering and customer contact of a 24/7 fabrication and machining service to the Power Generation/Nuclear Power Industry plus Aerospace R&D (AS-9100 Compliant) support. I was the Project Manager of sale/removal of all outdated equipment. I made the determination of purchase, installation and training of new CNC equipment during upgrading process. Given a $5 million dollar project budget. I purchased excavating equipment, hired heavy equipment operators and did all demolition and site preparation in-house. We installed Epicor ERP software system, computerized the inventory using CNC vertical storage tower systems by CribMaster, which led to tooling cost accountability and did a 5-S/ Visual Factory installation. 5-S installation required a total facility cleaning. Then my team began DOT/CDL Fleet Management practices. The facility makeover was extensive, allowing productivity improvements that increased capacity 40% without facility expansion, which translated to a $1.3 million dollar savings for the total project. I attained a BSBM degree while growing a Honda Tier 1 supplier and upgrading Continental’s machining facility to CNC, GPA 3.5

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JBE, INCORPORATED, Hartsville, South Carolina (www.jbeinc.net ) (CHANGE AGENT) Career Advancement Feb 2004 –Mar 2007

PLANT MANAGER: Hired to save an Automotive Tier 1 supplier from demise due to their poor performance production and lack of accountability. I corrected the performance issues, by making all productivity and quality accountable. I managed the installation of an ERP system (Made-2-Manage), changed plant layout, scheduling workload to meet daily demand schedules for Honda, and safety of a TIER 1 supplier to Honda, Cummins and CDC of Sub-Assembled parts to a JIT schedule of 3.2 million assembled units, APQP, PPAP, and Vendor Managed Inventory (VMI) for Sonoco Paper Corporation, all high volume team driven lean concepts. With Continuous Improvement practices our customers steadily increased the work amounts given to us to perform. Facility growth was from 40,000 sq. ft. @ $9 Million sales to 360,000 sq. ft. @ $40 Million sales/capacity in three-year period. Rapid growth rate required many budgetary changes. I managed Automotive New Part Introduction (NPI) process quality improvements, including ISO 9001-2000 and TS16949 audits and certifications. Honda PPM <60 down from 78,300, Cummins PPM attained <1for first 3 months, CDC had zero defects and all remained low with customer score carding. In 2006, I was personally congratulated by the Japanese NA Regional Manager of the Honda Motor Corp., for the excellent quality and delivery improvement of its Tier 1 supplier, JBE. I began BSBM degree.

GREAT AMERICAN SHELVING COMPANY, Lynchburg, Virginia (www.adjustableshelving.com ) Plant Closed Dec 1999-Apr 2003

PLANT MANAGER: I was hired to manage the installation of Lean Concepts into the daily operations of the business, taking it from its Mass Production methods to high performance throughput levels using Lean Principles. I was certified by the State of Virginia, (VPMEP) as a Lean Installation Manager. I managed all Production, Engineering, Scheduling, Staffing, Quality Control, Maintenance, Shipping & Receiving of upscale mailroom sorter systems, including “top-of-the-line” PLC track controlled metal and wood shelving units and custom high-end office furniture of metal or fine woods. This involved 4 facilities in the Lynchburg metro area. We installed an ERP system (M2M) and a Salvaginni automated folding system. The processes included fabricating, stamping, welding, CNC routers, Komo milling machines, edge-banders, PLC saws, PLC panel saws and jointers for increased productivity. Painting was done with a High-Solids wet paint system to #2 Delta match standards. I also managed the DOT/CDL compliance of our multiple daily delivery fleet, “milk-run” to NYC. I engaged the full capacity of the ERP system to eliminate inventory and consolidate all production to one main facility, voiding 3 building leases and reducing overhead. All routine material deliveries were made on Fridays for the next week’s production, an exceptional savings.

EAGLE ENGINEERING & MANUFACTURING, Cleveland, Ohio (CHANGE AGENT) Business sold, Plant Closed Aug 1998 – Dec 1999

HVAC PLANT MANAGER: AUTOMOTIVE TIER 1/OEM/AM I managed all Fabrication, Assembly, Engineering, Storage, Maintenance, Shipping and Receiving of a supplier of 12/24 volt thermostatically controlled HVAC systems and air driers for cars, trucks and off-road equipment for Komotsu, Chrysler, Freightliner, Gradall, Kawasaki, Mazda, Caterpillar, Volvo, GM, Ford and Mitsubishi. Aerospace hydraulic and R&D support also done. This position required a complete turnaround and management change. Business was bought from its Minnesota owners and moved to Cleveland, OH. Setup was not done correctly, so the automation, cell manufacturing and CNC machine installation required total plant layout changes. Deliveries were as much as 6 months late in 14 production months with some products. I “Cleaned House” in all production and administration departments and re-staffed those positions bringing deliveries current in under 90 days. I staffed the Engineering Department with experienced Pro-E design engineers and began revising our entire product line, then did Trade Shows and customer development meetings. The business became profitable and the HVAC product line was sold, retaining the Air-Drier line. I managed 425+ employees (2 plants/3 shifts)

STEELTEC, INC., Dallas, Georgia (www.steeltec.com) (START UP) Business Sold Dec 1987 – Aug 1998

PLANT MANAGER: Total plant responsibility including P&L, Staffing, Aggressive growth rate Feb 1990 – Aug 1998

ENGINEERING COORDINATOR between Plant and Engineering Department (ASME, AWS) Mar 1989 – Feb 1990

PLANT SUPERVISOR: Sheet Metal, Weld, Powder Paint Departments, Pack/Ship Dec 1987 – Mar 1989

I managed from Startup as Plant Supervisor with 8 employees building small service station canopies at a rate of 2 to 3 per week. I hired and trained (AWS) additional people to increase capacity to 6 per week the first year before being transferred to Engineering as their Coordinator and Engineering Detail Checker. During the next year I was involved with plant upgrades, allowed due to increased profits. We increased to 17 Design Engineers and were negotiating with Rally’s Hamburgers to begin the manufacturing of pre-engineered modular and conventional single and multi-level steel buildings for the Fast Food industry. I was then promoted to the Plant Manager position before we started Modular Production. Steeltec designed, fabricated and built custom facility elevations with signage to turnkey status of the first modular Rally’s building. From there things exploded and we continually grew, adding automated equipment, a beam line, a CTL sheet metal line, increasing production space, increasing capacity, hiring personnel and that led to taking on a vast amount of business for Engineering and Production. We built modular convenience stores, designed the first BP station from the original Gulf service stations, then Texaco, Shell, Quick-Trip, Subway and we built several fast food diners, and multi –story steel structures with painted sheet metal or aluminum wrap. I controlled all outbound Logistics. We also built our own custom hydraulic truck bodies and trailers for our installation fleet. I directed the DOT/OSHA management. We fabricated oil field stainless steel control consoles and bulletproof kiosks. Under my management we achieved 40 canopy fabrications and installations a month, plus we had 30 modular buildings in process and were shipping 2 locations per week complete. We grew to 170 employees, 23 install 2-man crews, + 6 Sub-contractors/crews. (250-350 people) and profits grew from a net $300K to a net $12.9 million grossing over $37 million by the end of my 11 years when the business was sold.

Education:

University of Phoenix . Bachelor of Science, Business Management (BSBM) GPA 3.5, Dec. 2007

Youngstown State University • Applied Associates, Accounting Finance GPA 3.8

SCMEP, VPMEP • Certified Lean Manufacturing Installation, 5-S Installation

Cleveland Area Manufacturers • Certified Ergonomic Assembly Equipment Installation (Vendor)

• Certified Work Station and Cell Manufacturing Installation (Vendor)

Atlanta Area Manufacturers • OSHA Training and Safe Guarding (GA Tech) • Plant Layout Techniques (GA Tech)

• ISO9001-2008 and TS16949 Certified Auditor (QMI) • Georgia/VA DOT/CDL certified Mgr.

American Welding Society . Certified Weld Inspector / Instructor

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