Jonathan Beloff

**** ********* *****, ***********, *******, Canada, L5M 7R6

Mobile: 647-***-**** Email: adzcsu@r.postjobfree.com

Senior Manager, Director, Vice President

OVERVIEW

Talented professional with over 25 years increasing companies profitability. Leading innovative performance initiatives, requiring changes for problem solving. Persuasive leader, trainer, of diverse cross functional teams, excellent listener. “Out of the box” thinker, detail oriented. Relentless attaining business plans, goals and results. Flawlessly installing processes, procedures, and systems. Best Practices identified, installed. Improved business data analysis for decision making. Worked for companies in Canada, USA, Mexico, and Europe. Delivered 80+ million usd. in operational, administrative savings, lowering costs and expenses for 20+ companies. Provoked revenue growth in current and new marketplaces. Skills Area

Process Improvements, Reduction of Cycle Times, Productivity and Efficiency Increases (kpi’s), Cost Reductions, Change Management, Continuous Improvement (LEAN), Technology Systems Implementations, Supply Chain, Inventory Control, Training, Standard Operating Procedures Optimisation, Quality Control, Supplier Management (SLA’s), Customer Service, Business and Financial Analysis, Budget Controls, Revenue Growth. Business industries included:

manufacturing, assembly, food, beverage, tools, plastics, wood, steel, pharmaceutical, foam, warehousing, 3PL operations, distribution, fleet maintenance, engineering, automobile, hospitals, television, insurance, retail stores, supermarkets, banking, sales, customer service, printing, imports, construction, military arms, acquired company integrations/consolidations, startups, government agencies.

Professional Experience

COLT Canada (Mar.2023 - present), Kitchener, Ontario Vice President Operations

● Increase efficiencies, productivity.

● Improve scheduling and increase installed capacities to deliver gun, rifle orders on time. Increase COLT’s abilities to win arms contracts with international governments.

● Increase machined parts dimension accuracies, assure part assemblies done correctly. QC and Operations lowering rework, scrap. Increase frequency of QC measurements during pieces processing.

● Set, install standards for machined and assembled parts. Start daily use of key performance indicators for better decision making. Train operational teams to track activity, process performance.

● Change management. Improve inventory controls to minimize scheduled work order changes (lost efficiencies)

● Improve Continuous Improvement Culture.

● Responsible for budget assembly, controls and P&L results.

● Lower costs, increase profits.

CALHOUN Super Structures (Nov.2020 - Feb.2023), Goderich, Ontario Director of Manufacturing

● Direct responsibility for, Scheduling, QC, Inventory, Production management team, departments.

● Increased structure welding capacities. Lowered steel facility building, delivery times.

● Determined, installed welding standards.

● Increased efficiencies, productivity, lowered cost per metal structure completed.

● Improved existing process flows, lowered material handling. Increased welders staying in their work cells vs. leaving looking for materials, management.

● Accelerated raw materials movements in and out of welding cells.

● Installed LEAN, 5S keeping work cells organised.

● Started QC checks during welding processes, reduced rework. Eliminated completed piece structures being moved into the shipping yard directly once completed and then being checked for repairs. Eliminated double, triple handling of the same piece. Reduced labour hours used for indirect activities.

● Increased welder training, workforce flexibility to meet shifts in sales volumes. More welders able to complete different piece structures. Change management, started Continuous Improvement activities.

● Improved inventory controls, plus made easier piece location identifications.

● Installed MRP, WMS. Built Operational Manual.

● Reduced overtime.

● Increased profits

Camden Door Controls (Jan.2018 - Oct.2020), Mississauga, Ontario Director optimization

● Lowered door opening device assembly times.

● Redesigned production, warehouse layouts. Raw materials moved into assembly areas, increasing efficiencies, lowering material handling and movements.

● Reduced shipping cycle times. Over 90% next day deliveries to all clients.

● Reviewed different position activity lists, identified, eliminated duplication of efforts resulting in position reductions.

● Lowered operational costs. Implemented production management controls, systems. Improved scheduling controls meeting tight delivery dates.

● Reduced assembler training times by filming training videos.

● Change management, worked with cross functional teams. Increased employee involvement, morale. Developed, executed action plans that drove results.

● Over 4000 pieces, products sold in the company catalogue. Identified the 300 (7.5%) finished products that represented 90% of company sales. Increased these completed parts (sku’s) inventory. Lowered client wait times for pieces.

● Identified and sold slow moving, idle inventory. Increased cash flow (dollars).

● Increased revenues in current and new (OEM) marketplaces. Hit assembly, sales targets on multiple product lines each year.

● Reduced overtime in assembly areas by 10%.

● Increased profits.

Remco (Apr.2014 – Dec.2017) Mississauga, Ontario

Senior Manager Improvements

● Observed, installed higher activity standards. Developed, installed kpi’s in each business unit: warehousing, 3PL clients, distribution, transportation.

● Improved material (box, clothing) process flows, reduced cycle times 15%, (receiving, putaway, storing, picking, packing, shipping). Layout changes, increasing sku identification, accessibilities. Reduced process “steps”.

● Lowered shipping cycle times. Increased space utilisation in trailers, containers.

● Lowered onboarding of new 3PL clients by 50%. Increased on-time deliveries, order fill rates, lowered errors, rework. Best Practices identified, installed, increasing revenues

$18 million dollars. Visited different 3PL warehouse client locations.

● Detailed inventory control systems to monitor quantity, mix of units in 3PL business

(styles,sizes) being sent to retail stores. Lowered client’s lost sales. Improved Service Level Agreement attainments. Kpi’s reported weekly to 3PL clients.

● Trained management to identify problems quickly, act, and fix immediately.

● Installed IT requirements for operational, administrative information needs.

● 18% increase in efficiency, productivity, (boxes, hanging goods) processed per man-hour.

● Improved fleet preventative maintenance, increased spare parts inventory controls. Used 5S in maintenance shops. Eliminated Mechanics looking for pieces and sharing tools. Increased fleet road hours 12%.

● Cost savings over $1.5 million dollars in labour, overtime, fleet maintenance.

● Led CAPEX projects, reducing manual material activities (automatic rollers, electric pallet jacks).

● Installed Continuous Improvement culture, challenging day to day performance. Worked in partnership with Union to achieve fair, consistent results. ProLink (Apr.2006 – Apr.2014),

Mexico, USA

Director Operations

● Productivity Consulting Firm reducing operational, administrative costs, expenses.

● Requested, required business improvements, project scopes, and expected results defined directly with company owners.

● All increased profits and revenues verified within companies financial statements. Projects ROI’s one to one guaranteed.

● Expected improvements, results discussed with all Stakeholders. Drove employee morale, empowerment through engagement.

● Directly observed challenges, bottlenecks during process activities. Worked closely with management teams making improvements that exceeded performance targets. “Blame” between departments, eliminated.

● Improved Shop floor management control systems. Set activity, process standards, kpi’s. Increased timely use of data for better decision making.

● Efficiency, productivity improvements up to 17%. Reduced man-hours, identified and installed Best Practices. LEAN, Six Sigma, 5S, ISO, drove root cause analysis, improvement decisions, actions.

● Reduction of scrap, waste. Defined measurable metrics.

● Increased installed capacities. Lowered line changeover times (SMED).

● Lowered line, equipment sanitation times, increased line run times 7%.

● Lowered budget requirements. P&L monitoring, evaluation.

● Increased use of IT systems. Stakeholders showed how timeliness of accurate data improved decision making.

● Change management, led Continuous Improvement activities.

● Increased schedule attainments. Improved internal coordination, teamwork.

● Improved QC systems, timely, detailed, reviews. Reduced rework, waste.

● Determined line “balancing”. Required workers by position tied to standards and scheduled volumes. Lowered WIP, wait times between process activities.

● Increased Preventative Maintenance. Reduced equipment repair times. Maintenance activities changed from reactive to proactive. Installed 5S cleaning up maintenance shops. Tools, parts easily found. Eliminated tool sharing.

● Changed warehouse layouts, sku’s locations. Installed automatic product packing, wrapping equipment.

● Improved inventory control systems, increased cycle counts ensuring piece accuracies, inventory values.

● Improved Service Level Agreement (SLA) measurements between companies and venders. Installed kpi’s for suppliers. Higher on time deliveries, fill rates, lowered errors, rework.

● Lowered administrative activity processing times. Set standards, eliminated duplications. Position consolidations. Lowered month end reporting cycle times for decision making.

● Lowered employee turnover. Designed, performance-based bonus programs.

● Integration of purchased companies. Company "turnarounds". TRUPER (Jan.2003 – Mar.2006) Mexico, USA

Senior Manager Operational Efficiencies

● Reduced operating expenses 20%.

● Designed, installed operational standards in logistics, distribution, manufacturing operations.

● Determined IT system requirements (computers, scanners) and training. Completed installation requirements and started use.

● Installed Bonus System tied to operational, individual performance indicators, productivity increases of 18%. Increased money in workers pockets. Higher coordination between all areas. Lowered manufacturing, assembly cycle times.

● 7% material stock reductions, eliminated slow moving, products and material resulting in savings. MRP improvements aiding purchasing, sales, production and logistics.

● Set up warehouse layouts to minimize product movements. Implemented inventory controls and moved most used products closer to shipping, manufacturing areas.

● Assembled operational infrastructure to support over 300% growth in revenue over 2 years.

● Increased installed capacities, over $2 million usd. savings.

● Exemplary leader, created team environment building trust, respect and integrity.

● Set, designed retail store business model, increasing revenues 20%.

● Responsible for a 280-person team. Coached, coordinated change management and installation of continuous improvement methodologies (LEAN, Six Sigma).

Languages: English, French, Spanish

Computer: Word, Excel, PowerPoint

McGill University: Bachelors, Industrial Relations, major Economic

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