Operations Manager Safety

Dorce DeDecker

*****@*******.*** 309-***-****) 309-***-****)

*** ****** ******, ******* **, 61443

Versatile Operations Manager with 30+ years of experience building and directing top performing Teams.

Demonstrated success improving safety standards and programs, quality, productivity, product yields and efficiency levels through innovative and decisive leadership. Skilled Leader dedicated to delivering operational excellence through the application of various Lean Methodologies.

Strong budgeting, P & L and cost management qualifications and experience.

Expertise spans all facets of operations including process engineering, training, ergonomic development, maintenance, transportation, logistics and purchasing.

Core Areas of Expertise:

Short and long-term strategic planning, workflow optimization, scheduling, project management, OSHA and regulatory compliance, team building, growth and development of staff, and vendor relations.

Professional Experience:

George Evans Corporation, Moline, IL

George Evans is a Full-Service Metal Fabricator 9/2021 - Present

Director of Safety & Operations

As the Director of Safety & Operations, I am responsible for the environmental health and safety of the GEC Team at both locations. This also includes all aspects of production and operations at the Moline facility.

Assumed direct responsibility for and restructured the Maintenance Department.

Implemented an OSHA based safety program.

Assumed responsibility for all IEPA compliance and reporting.

Resurrected the PM and Predictive Maintenance Program.

Eliminated virtually all outside services for maintenance related repairs.

Midwest Trailer Manufacturing, Kewanee, IL 5/2021 – 9/2021

Midwest Trailer is a Semi-End Dump & Scrap Trailer Manufacturer

Safety & Operations Manager

As the Safety and Operations Manager, I was responsible for the maintenance, finishing, paint and quality departments as well as all production welding. This also included component part fabrication, shipping and receiving, tool crib and supporting the repair and mod shop.

Implemented a plant wide safety program.

Increased weekly trailer production and throughput by four trailers per week.

Assisted the HR Department with an employee retention program.

Worked and partnered with various suppliers and vendors.

Successfully abated several OSHA compliance violations saving $43,000.

Moline Forge, Inc., Moline, IL 2019 - 2021 Moline Forge is a closed steel die hammer forging company

Director of Safety & Operations

As the Director of Safety & Operations, I was responsible for the environmental health and safety of the entire Moline Forge Team as well as the quality, productivity, efficiency and overall cost and profitability of the entire operation.

49 fewer safety related incidents requiring first aid from 2018 to 2020.

Implemented OSHA compliant safety program for forging industry and applicable general industry codes.

Reduced scrap by 2,922 parts resulting in a $51,865.50 cost savings.

Improved late deliveries by 53.6% year over year.

20% reduction in customer quality issues or corrective actions.

Institutionalized an ergonomic material handling solution for billet transfers from cut status to furnace improving safety and reducing labor by $29,602.65.

Reduced die change times by 1 hour (3 hours to 2) resulting in an annual labor savings of

$44,957.25. This also created additional capacity for a potential revenue increase of

$652,316.93.

Reduced overall inventory by 36% or $715,000.

Vallen Distribution, Inc., Rock Island, IL 2018 - 2019

Vallen is an industry leader in MROP supply chain solutions and services

Operations Manager

As the Operations Manager for the Rock Island Market Center, I was responsible for the financial success of this MC, which included customer service centers or customer sites in St. Louis, Springfield and St. Joseph Missouri, Omaha Nebraska, Fort Madison, and Des Moines Iowa and throughout the Quad Cities regional area.

Responsible for the growth, development, and success of 27 direct reports at various levels and locations throughout the MC region.

Eliminated the silos between the various customer service teams (John Deere, Caterpillar, MROP) and various national accounts that existed inside and outside of the Rock Island MC. Evolving this Team into one cross functional and cohesive Team.

Had full P&L responsibility for every site and the entire MC region.

Customer Liaison for key National Accounts such as Altec, Syngenta, Siemens, and Boeing. This included all aspects of the supply chain remote and on-site services.

Implemented a safety training program across all sites and locations.

John M. Frey Company, Bettendorf, IA 2015 - 2018

Nationwide HVAC Wholesale, HVAC line-sets and Retail Plumbing Products

Corporate Operations and Safety Manager

As the Operations Manager I was responsible for maximizing the organizations growth opportunities and profitability while leading and managing all operations at locations in Bettendorf, East Moline (2) and Mira Loma California. Institutionalized operational and strategic plans to improve safety, reduce turnover, improve quality, and improve financial performance to achieve operational excellence.

Managed and led a Team of 7 direct staff and over 200 indirect staff during peak season.

Improved on time shipments from 76.8% to 100% in less than 1 year.

Increased pieces packed per minute from 4.3 to 5.5 in 1.2 years.

Reduced total labor in Bettendorf by 678 hours in less than 2 years.

Improved the number of shipping errors out of Bettendorf by 3.7%.

Reduced the number of OSHA recordables by 7 (33%) after year one.

Developed two new incentive programs and a new compensation program.

Aramark Uniform Services, Market Center 615, E. Moline, IL 2013 - 2015

AUS is a global leader in uniform services and allied products and services

Production and Safety Manager

Overall responsibility for plant safety, quality, on time deliveries, maintenance, and transportation. Direct staff included 3 Managers, 3 Supervisors as well as 88 direct and indirect hourly employees across a 2-shift operation.

Reduced weekly overtime from 600 hours to < 100 hours in 6 months.

Reduced the plant wide incident / accident rate by 80% in < 1 year.

Increased pounds per operator hour (PPOH) from 119 to 145 in < 2 years. Goal was 135.

Developed a strong and collaborative labor relationship with all levels of the union.

Cultivated an excellent working relationship with the Service Department.

OF Metals – LLC, E. Peoria, IL

Metal finishing operation specializing in grey, ductile, compacted graphite, bronze, and lead castings

Operations Manager 2002 - 2012

Full strategic oversight for all core business functions including customer liaison, lease agreements and cost controls. Reporting directly to the Owner and President.

Acquired new customer resulting in an additional 300K in annual revenue.

Transformed 8 single employee work cells into a 6-person production line resulting in a 26% increase in productivity in 3 weeks.

Doubled the employee headcount and transformed a 1 shift operation into a 3- shift 24/7 operation to meet a 150% increase in demand in 3 months.

Developed innovative processes and tools to safely and efficiently finish new casting lines within stringent time frames and quality requirements.

Developed Foundry Process Instructions for new casting lines which had been exclusive to Caterpillar personnel.

Professional Development

Completed 100+ hours of CEU’s in OSHA, Kaizen, Six Sigma Green Belt, TPS, Project Management, Scheduling and Logistics, Frontline Leadership, Time Management, GDT and Action Selling.

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