Randy Seebalac

***** ******** *****

Rancho Cucamonga, Ca 91730

909-***-****

adsxro@r.postjobfree.com

WORK EXPERIENCE:

VSMPO-Tirus, Ontario, CA- Sep 2019 - Present

Director of Operations – Western Region

• Responsible for 450 million dollars in annual shipments. Oversee 2 facilities, 90k sq. ft. and 50k sq. ft., runs a 2 shift operation, cutting, shearing, packaging of titanium materials in various forms such as bar, billet sheet, plate, forgings, and ingots. Boeing represents over 90% of the business WORK EXPERIENCE:

VSMPO-Tirus, Ontario, CA- Feb 2007- Aug 2019

Operations Manager

• Responsible for 350 million dollars in annual shipments, 90k sq. ft. distribution facility. Facility runs a 2 shift operation, cutting, shearing, packaging of titanium materials in various forms such as bar, billet sheet, plate, forgings, and ingots. Boeing represents 90% of the business

• Responsibilities include helping manage $90 million dollars of inventory

• My direct reports consist of 6 managers, Quality, Shipping, Purchasing, Foreign Trade Zone, Warehouse, and Manufacturing. The operation has a total of 37 employees

• Implemented a cycle counting process that now enables us to keep the integrity of the inventory and eliminate a full annual inventory. Inventory accuracy is now over 99%

• Implemented multiple racking layouts to maximize efficiencies and floor space. Gained 70% additional racking space. Worked with the city of Ontario to obtain all necessary permits to get building up to code

• Successfully relocated company to a larger facility without impacting shipping dollars or on time delivery

• Built support staff to efficiently run the business

• Implemented standard work, literally doubled productivity in the warehouse

• Purchased and installed two additional Kasto horizontal and vertical saws, enabling us to perform all cutting functions in house eliminating outsourcing

• Implemented feeds and speeds charts for the equipment to maximize efficiencies

• Hired and trained employees to establish a 2nd shift operation

• Implemented kanban systems for all supplies, resulting in a 48% floor stock reduction

• Implemented kanban lot making board for warehouse and order scheduling

• Developed work centers for various materials movement and processing

• Established new outside processing companies to help support our increasing demand for metal processing such as heat treatment and various testing

• Put together a robust planning/materials group

• Increased on time shipping from 12% to 94% in 8 months helping mend relationships with our largest customers including Boeing

• Have maintained over 98% on time delivery performance for 9 years, including 100% for a 24 month period

• Have helped foster/develop a professional effective working environment and team

• Helped implement/lead process changes and write work instructions to streamline processes and remain AS9100 compliant

• Implemented 5s program, including a monthly audit form

• Introduced Kaizen and lean concepts to workforce, leading many projects

• Standardized work carts at stations, implemented shadow boards and tool organization

• Established and lead the Safety Program, implemented many corrective measures to help minimize risk. Over 13 years without an OSHA recordable incident

• Expanded the operations including a 2nd 45k sq. ft. building Mueller Industries, Ontario, CA- July 2003-January 2007 Plant Manager

• Responsible for 110K sq. ft. injection molding manufacturing and distribution facility in Cerritos CA. Facility runs 24/7, Molding equipment included Nisei and Van Dorns

• Full P&L responsibilities

• Reduced overall operational costs in manufacturing by 250k in the first year thru implementation of SOP’s, RF picking, Setup reduction, headcount reduction, efficiency gains

• Won most improved DC award according to the Balance Score Card also in the first year. Balance scorecard included on time shipping, error reduction, inventory management, labor costs etc. Improvements made through utilization of Lean Manufacturing and accountability measures

• On time shipping improved from 82% to 98%. Error rates declined from 9% down to 2.2%.

• In My 2nd year, was asked to manage 2 facilities, Cerritos and Ontario. Ontario is 250k sq. ft. injection molding manufacturing and master distribution facility for the west coast

• The Ontario facility ships 122M annually, over 108M pieces

• Full P&L responsibilities for both plants, restructured the Ontario organization. No SOP’s, accountability, work ethic etc. in place

• Won most improved DC award according to the Balance Score Card in first year at the Ontario facility.

• Reduced overall operational spending by 1.2 million dollars. SOP’s, RF picking, Setup reduction, headcount reduction, efficiency gains

• Helped re-profile the warehouse, proper home locations, surplus locations, pick sequencing etc. On time shipping improved from 63% to 95%. Error rates declined from 21% to 8.4% in first year

• Managed the consolidation of the Cerritos operation into the Ontario facility. Used lean to create the necessary floor space for both manufacturing and distribution areas

• Partnered with the City of Ontario officials and Contractors to consolidate within a 6 month window.

• Responsible for 150 employees, including 8 direct reports, Manufacturing supervisors (4), Maintenance Manager, Tooling Manager, Warehouse Manager, Office Manager. On time shipping, error rate reductions and profitability are at all time highs for the operation Huck Fasteners (ALCOA Fastening Systems), Carson, CA- April 99 June 2003 Manufacturing Engineering Supervisor

• Increased Productivity by 40% through Lean Manufacturing Principles for an $80 million dollar a year Factory

• Participated in reducing WIP by 50% utilizing kanban systems, resulting in a $500k reduction

• Introduced and implemented Hour by Hour Tracking, Kanban Systems, and other key measurements

• Established new titanium lockbolt and stainless steel screw cell layouts based on continuous flow. Equipment included Headers, Head-turn machines, Traubs, Browne and Sharpes, BSA, Davenports, Center less Grinders, screw machines, heat treat plating, etc.

• Established 5’s House Keeping program, Sift, Sort Sweep, Spic & Span, and Sustain

• Performed end of month cells analysis, consisting of monthly actual versus targeted goal, and comparisons to previous month to help ensure continuous improvement

• Supervised 50 employees, including vacation approvals, performance reviews, disciplinary actions and scheduling work hours and approvals based on customer demand

• Instilled work side discipline based on the Toyota Production System

• Held team meetings with all manufacturing cells that addressed safety, production, and productivity

• Implemented standardized work and work charts in all manufacturing cells

• Established optimal performance numbers based on operation balance and cycle times in each cell

• Establish weekly bucket lists based on customer demand and optimal performance numbers

• Team Leader for multiple week long Kaizen events

• Facilitated Week long TPS training events

• Implemented a visual shop floor with measurement boards that track W.I.P., Scrap, Productivity, Safety, and Machine Set up Times

• Implemented and maintained a Total Preventative Maintenance Program Safariland Ltd., Ontario, CA - February 97 – March 99 Process Engineer

• Increased daily production in bullet proof vest cells from 70k to 95k a day without any additional head count or overtime, $25k a day

• Wrote control plans and designed manufacturing cells to government specifications for a 30 million-dollar body-armor project

• Designed and purchased all equipment for manufacturing a 10 million-dollar a year Body Armor program.

• Responsible for purchasing of all new equipment in Armor Systems Division, cut and sew, ultrasonic welding, secondary operations etc.

• Assessed and evaluated current manufacturing processes and develop and implement process improvements.

• Trained supervisors and employees on new systems and processes

• Establish one-for-one production/Cellular Manufacturing (Based on Toyota Production Systems).

• Heavily involved and led Kaizen (Continuous Improvement Program.), and Jishuken projects. (Extensive Kaizen Programs)

• Implemented necessary ISO 900 documents and procedures according to process changes, along with 5 “S” housekeeping programs. (Sift, Sort, Sweep, Sic/Span, Sustain)

• Increased shipping productivity from 2pcs/mnhr to 8pcs/mnhr, annual savings of over $35,000 in labor

• Reduced floor stock by $102,000 by implementing a Kanban System for ballistic material inventories Safariland Ltd., Ontario, CA - August 1995 - January 1997 Automotive Production Supervisor

• Responsibilities included planning and implementation of production requirements, including labor

• Supervised diverse product lines ranging from cut and sew front end car masks, cargo carriers, to molded products tire covers and mentored 50+ employees, including direct and indirect labor

• Implemented necessary steps to become ISO 9000 certified and trained team leads on supervisory skills, performance, and evaluations

Safariland Ltd., Ontario, CA - June 1994 - July 1995 Advanced Manufacturing Systems Project Supervisor

• Implemented Continuous Flow System for molded tire covers program.

• Increased production from 100 to 300 units daily in the Toyota Rav-4 and Mitsubishi Montero tire cover cells. Annual savings of $1.8M

• Increased cut and sew soft tire cover production from 3pcs/mnhr to 6pcs/mnhr, annual savings of $150,000 EDUCATION:

Bachelors of Science in Business Management, University Of Phoenix Worked and trained by Toyota Supplier Development Engineering Staff, Toyota Production Systems. Completed and Certified Supervisory Training Class. ISO 9001 Auditor/implementer. Lead over 100 Kaizen events and Jishuken projects.

SKILLS:

Computer software knowledge (Microsoft Windows and Apple). Experienced in various WMS systems. Skills including verbal communication, strong leadership and team management. Speak and understand some Spanish. REFERENCES:

Available upon request.

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