Operations Management

Richard Wright

P&L Management / Turnaround / *PL / PLM / Lean / Supply Chain Management / JIT / Kanban / Plant Manager / CPI / Product & Process Development / M&A / Customer Relations / Union & Non-Union / Greenfield / Multi-Plant / Startup / Negotiations / Cross-Functional Team Leader

Professional Profile:

I am an operations oriented leader who successfully executes strategies aligning mission, operations, products and goals for competitive advantage and improved ROI. I motivate, manage and empower staff at all levels to reach shared goals and enhance shareholder value. I have been successful at all stages of an organization’s life cycle; from starting up new business units to turning around under-performing operations to improving upon very stable and profitable enterprises.

Key Skills: Results driven leader able to successfully formulate and execute strategies. Self-motivated and highly organized professional working alone or as part of a team. Persistent, resourceful, versatile, diplomatic manager who performs against tight deadlines. Reliable hands-on decision maker willing to try new approaches while balancing risk versus reward.

BSBA, West Virginia University, 1994

Career History and Accomplishments:

Fuel Systems, Inc (formerly Fuel Systems LLC), (2001 to 2009). Major Tier 1 supplier of welded metal products and associated components to the light, medium, and heavy duty vehicle markets (commercial and military). Primary competencies are metal welding, stamping, fabrication, and associated engineering and testing responsibilities.

 Originally hired to manage a turn-around of a key manufacturing plant in North Carolina

 Success in NC resulted in promotion and additional responsibility of a second plant in need of a turn-around

 Company strategy for organic growth resulted in promotion to a newly created position within the corporate headquarters

 Success with organic growth resulted in another newly created position to manage growth

Director of Business Development, Grand Rapids, MI (2008 to 2009). Position created to manage the implementation of new business awards. Responsible for all costing/quoting of new business and program management of all new business launches.

 Increased company revenues by 15% through new business awards.

 Awarded renewal of contract valued at 20% of company revenues. A major customer redesign prompted a RFQ package to be presented to several of their current suppliers. Awarded contract due to excellence in all areas of concern: engineering, manufacturing, commercial, customer relations, etc.

 Selected and implemented new PLM software. Volume of new business required new systems to be implemented to compliment existing launch capabilities.

Director of Product Engineering, Grand Rapids, MI (2006 to 2008). Position created to capitalize on my core competencies of operational excellence, product knowledge, and business development. Handled all costing/quoting in the company.

 Developed Corporate Engineering Department as key to organic growth. Directed new product development and process improvements for existing lines across multiple facilities.

 Increased company revenues by 25%. Created process/procedures for new department. Increased engineering capabilities meeting marketplace demand as a “turn-key” supplier. Maximized current customer needs and improved prototyping for new customers. Effort led to a greenfield launch of production facility in Mexico.

Regional Director of Operations, Charlotte, NC (2004 to 2006). Managed the financial and operational performance of multiple Tier 1 production facilities (NC and VA). Staff of 170 and budget of $40MM. VA facility/operation was acquired from competition.

 Managed transition from QS-9000 to TS-16949 certification.

 Improved productivity 30% in a turn-around, improved safety record and successfully resisted union. Installed “say what you do and do what you say” mentality in all aspects of operations: safety, quality, production, financial performance. Total team effort built trust between production personnel and management staff. Improved morale and resisted 16 month union campaign.

 After acquisition, teamed to rebuild customer relationship generating record seven year $150MM contract. Selected by CEO to become primary customer relations contact. Negotiated new pricing agreements. Increased value of the business by 10% in short term and secured long term record setting contract.

Plant Manager / General Manager, Charlotte, NC (2001 to 2004). Fully responsible for procurement, quality, cost, engineering and delivery of multiple product lines in an 110,000 sq. ft, QS-9000 certified facility. Quality and cost improvements through Lean/5S resulted in plant profitability for the first time in five years. Staff of 90 and budget of $15MM. Customer base included Freightliner, PACCAR, Oshkosh, Hino Motors, and Thomas Built Bus.

 Turned a $2.5MM annual loss into a $1MM profit in one year. Hired by private equity group to turn around unprofitable NC facility. Location lacked one-piece-flow production lines and standardized basic 5S processes. Created cross functional teams and generated CPI with 5S as a basis. New processes allowed staff reduction of 30% while quality improved over 200%. Safety improved from a daily occurrence to three years with no Lost Time Accidents.

 Drove restructure of seven facilities reducing overhead by $5MM, improving efficiency and shareholder value. To improve profitability, it was necessary to “right size” seven plants. Closed three facilities and systematically moved equipment, material, and product while successfully meeting customer expectations over an 18 month period.

 Refocused resource commitments increasing revenues 20%. Eighty percent of facility’s customers generated less than 10% of revenues. Received Board approval to reduce customer base. Created and communicated necessary exit strategies. Utilized resources more effectively and attracted new customer base.

TNT Logistics North America (formerly CTI Logistx), (1995 – 2001). Premier third-party logistics company providing value-added services and supply chain solutions to the automotive, rail, electronics, tire, and general business industries.

 Hired as a Supervisor soon after college graduation

 Success of day to day supervisory duties resulted in an opportunity to manage a program for a new customer, which led to a major new business award and a new plant startup

 Various startup and turnaround projects that all led increases in revenue for the company

 Consistent history of promotions with increased responsibilities

 Consistent history of exceeding operating and financial goals

Contract Manager (Plant Manager), Dayton, OH (1999 to 2001). Responsible for financial and operational performance of a 175,000 ft2. sequencing / sub-assembly facility with JIT inventory for a six day/24 hour GM assembly plant. Salaried staff of 20 and a union workforce of over 200.

 Managed implementation of ISO-9000 certification

 Increased inventory turns from 80 to 200 times per year for GM without adding personnel. Customer owned inventory within facility. With a “Cash is King” mentality, GM wanted the $25MM inventory turned more frequently. Restructured plant layout. Improved workflow and sequencing from assembly cells which increased capacity for material movement.

 Additional capacity led to new business awards; increased location revenue by 50%.

 Renewed contract with customer required unionization. Managed transition from non-union to union workforce. Member of company’s negotiation team during contract talks. Agreement ratified with no workforce disturbance.

 Assisted in multiple startups of other sites while still 100% responsible for the financial and operational performance of facility in OH.

Contract Manager (Plant Manager), (1997 to 1999) for startup facilities for GE Transportation Systems (Erie, PA) and Johnstown America Corporation (Johnstown, PA). Operations were heavy in value-add activities: Kitting, line sequencing, inventory management, milk-run trucking routes, international shipping and receiving.

 Reduced obsolescence from $1MM annually to $60K and reduced inventory personnel by 50%. Parts were “lost” in client fabrication shop or on production line. Tracking was poor. Created a third party audit and quality process. Installed an effective JIT system for parts as small as a screw to as large as a 10’x 50’ piece of aluminum.

 Successful operation in PA resulted in satellite operation being awarded in IL; increased operation revenues by 25%. Responsible for financial and operational performance of startup and post-startup operations.

 Assisted customers in developing and launching proprietary inventory control software. Previous system consisted of manual tracking, paper records, spreadsheets, and other non value-add methods.

Began career as a Supervisor, (1995 to 1996).

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