Randy E. Rial
Battle Creek, MI 49014
Mobile: 269-***-**** email@example.com
August 15, 2012
Dear Selection Team:
I am an accomplished hands-on leader with a diverse background and proven track record of impacting financial, operational and employee relations performance throughout my career. My strengths include the ability to build strong teams, utilize formal problem solving and continuous improvement tools to attack critical issues resulting in improved performance, profit and new business growth. I have a proven history of cost improvement and culture change resulting in customer satisfaction and growth. My work history includes project management, continuous improvement, OE sales, lean manufacturing and full profit and loss responsibility. The last ten years of my career were invested as a Plant Manager, learning and implementing lean concepts, turning around a large manufacturing plant and making a positive impact in the lives of people.
In 2003, I joined and re-built the plant leadership team of a $117 million dollar Automotive Tier 1 manufacturing facility in Marshall Michigan. Over the course of 8+ years, our team transformed the plant culture; its cost base and its operational performance. As a result, 2011 annual sales grew to $355 million and margins exceeding 17%. Booked 2012 sales are forecast at $420 million. This growth created full time employment for >250 new hourly personnel.
I am a team-based leader whose passions are working with people and applying the tools of a metric dashboard system, continuous improvement and formal problem solving to make a difference in people, organizations and a community. I have truly enjoyed working with great people at all organizational levels throughout my work history and have been successful developing and implementing strategies, streamlining management systems and reducing waste. I have experience launching global platform’s (C346–Ford Focus) and understand the dynamics and complexities of these initiatives.
Just over three years ago I participated in the most dynamic Lean training of my career in Nashville TN. The course title was “TPS for Executives” and was taught by Mr. Jamie Bonini of Toyota N.A. and based upon the book “Chasing the Rabbit” by Stephen J. Spear. This training completed my understanding of how to ensure lean actions become a lasting part of an organization’s DNA. My passions are leading people and applying the tools of continuous improvement to make a difference in people, an organization and a community. A restructuring initiative in December, 2011 now affords me the opportunity to transition and apply the Lean skills, knowledge and management concepts with another world class organization.
I would enjoy discussing with you how my background and qualifications may fit the needs of your organization to continue to thrive and over-achieve its goals. I look forward to hearing from you to discuss this opportunity in the coming days.
Randy E. Rial
Randy E. Rial
231 Embury Drive Cell Phone: 269-***-****
Battle Creek, MI 49014 firstname.lastname@example.org
SAFETY CONTINUOUS IMPROVEMENT QUALITY
Summary: An accomplished hands-on leader with a diverse background and proven track record of impacting financial, operational and employee relations performance. My strengths include the ability to build strong teams, promote trust and utilize problem solving and continuous improvement tools to attack critical issues; resulting in improved performance, profit and significant new business growth.
• Continuous Improvement • Operations Management • Management Systems
• Business Growth • Teamwork • Future State Vision
• Employee Relations • Problem Solving • Benchmarking
Tenneco Incorporated 1998 – 2011
A $7.2 billion dollar designer, manufacturer and distributor of emission control and ride control products
and systems for the automotive original equipment and aftermarket
Plant Manager – Marshall MI 2003 – 2011
Full profit & loss responsibility for a 510 person $355 million dollar non-union, Tier 1 automotive supplier with 9 direct reports and a salaried staff of 39. Key responsibilities included: Safety, Quality, Delivery, Launch, Continuous Improvement, Margin and Employee Relations.
• Reduced safety total incident rate by 35%, total case rate by 63% and workers compensation costs by 65% through improved ergonomics, training, behavioral based safety, zero tolerance policy deployment, communications and personal leadership in temporary employee orientation.
• Reduced customer part per million (PPM) defects by 53%, to less than ten parts per million for four years through intensive focus on root cause analysis, poke yoke / red-rabbit deployment and systemic best practice application.
• Reduced scrap 43.4%, from 2.1% to 1.2% through relentless lean & team process focus.
• Productivity improved 17.8 percentage points, or 34% as a result of systemic objective deployment, waste elimination, line-balance and making material flow.
• Annual revenue increased 2.6 times and revenue per employee by 70% from 2003 through 2011.
• Implemented Toyota Production System initiatives including glass walls, team leaders & standard work, Stand- in-Circle, A3’s and component delivery to point of use flow lanes.
• Achieved highest scores in 24 year plant history during October 2008 employee relations audit.
Operations Manager- Litchfield MI 2001 – 2003
Provided leadership and direction to two Value Stream Managers, an MRO Buyer and 35 indirect personnel including tool room/maintenance, MRO crib and material handler personnel. Led plant continuous improvement (LEAN) initiatives.
• Reduced plant headcount by 10% annually through use of continuous improvement tools.
• GMT355 (Colorado) launched at 105% efficiency & below targeted plant scrap metric.
Manufacturing Manager - Litchfield 1999 – 2001
Led and directed a team of 270 direct, plus support staff, maintenance team within two Value Streams.
• Improved direct labor efficiency by 17 points. Tools employed included a daily operations review meeting focused on key performance measures, swarming opportunities and systemic problem solving using employee input through 3-5 day lean events, job rotation, stretching, Kan-ban systems, hourly performance tracking, ergonomic improvements and scrap tic-n-tie.
Randy E. Rial Mobile 269-***-**** 2/2
Value Stream Manager – Litchfield MI 1998 – 1999
Responsible for the 170 person GM Value stream and support staff composed of supervision, engineering and quality personnel. Implemented a departmental Business Operating System, (BOS) to attack key-metric performance, via continuous improvement and 8D problem solving methodology.
• Decreased internal PPM by 50% and scrap by 2.0% while increasing the GM unit productivity by 24% over a 13 month period through the use of continuous improvement and problem solving tools.
• Guided the Maintenance department for 6 months, as plant transitioned its maintenance leadership.
Hi-Lex Corporation, Battle Creek, MI 1984 –1998
A wholly owned subsidiary of TSK of Japan, a Japanese manufacturer of automotive, recreational and industrial cables and cable driven products.
Manufacturing Manager 1995 – 1998
Led manufacturing department. Improved safety, quality cost and delivery performance.
• Reduced Automotive PPM from +400 to below 50.
• Improved efficiency by nine percentage points. Changeover time reduced 45% from 40 to 22 minutes.
• Received Toyota Quality and Delivery Performance awards 1997.
Manager Corporate Manufacturing Excellence 1994 – 1995
• Re-engineered key business practices including project management process with input of affected departments to improve quotation response time, customer satisfaction and business communication / continuity. ( RFE,SOR ).
• Administrated corporate public relations initiatives under direction of the President/CEO.
Program Manager – Special Assignment 1993 – 1994
Led the implementation of an IBM AS400 E-45 and 8 MAPICS DB software modules across three Michigan locations. System launch Dec. 29, 1993. Tracked implementation schedules of module launch teams through prototyping, beta test and cut-over. Liaison between Senor Management, implementation team/users and consultant contacts (Crowe Chizek).
OTHER RELEVANT EXPERIENCE
Hi-Lex Corporation 1984 - 1993
Marketing Manager – Specialty Cable Group
Account Executive – Automotive
EDUCATION & DEVELOPMENT
Master in Business Administration (MBA) Spring Arbor College, S.A. MI October, 2000
Baccalaureate – Western Michigan University, Kalamazoo, MI April 1984
Major: Business Management Minor: Business Communication
• TPS for Executives (Bosch Tennessee) 2008 Jamie Bonini – Toyota North America (BAMA)
• Tenneco Leadership Training (TALP) 2004 Tenneco
• Six Sigma Champion Training 2003 Tenneco
• Lean Training: University of Michigan 2002 Dr. Jeffrey K. Liker Ph. D.
• Behavioral Based Safety (BBS) 1999Tenneco
RESUME ADDENDUM Randy E. Rial Mobile: 269-***-****
AWARDS AND RECOGNITION
General Motors “Gold” Delivery and Customer Service 2011
“Certificate of Excellence GOLD Supplier Status.” “In recognition for Outstanding On-Time Shipping Performance to General Motors Customer Care and After-sales”
Tenneco 2009 Global Environmental Greenhouse Gas 2009
The Marshall facility achieved significant reductions in electricity consumption specific to improvements in lighting, heating, weld fume extraction and corrugated waste, reducing its carbon footprint by 51% or 61,000 tons of C02 annually.
Tenneco 2005 Shadow “Leadership” Award 2005
Personal Recognition based upon the operating improvements and culture change within the Marshall facility. Award recipients were announced by the CEO at the Global Leadership Conference in Miami Fla.
Tenneco 2004 Most Improved Plant 2005
As voted by the North American Emission Control Plant Managers and VP of Manufacturing. Greatest year over year improvement in key metric performance: Safety TIR/TCR, Quality PPM, Scrap, Productivity, Inventory $ / DOH
Tenneco 2001 Star Award (Leadership) 2001
Recognition by the Litchfield Plant Manager and VP of Manufacturing for impact to teamwork across the Manufacturing, Materials and Maintenance teams, over a 6-8 month period of time.
Toyota Quality and Delivery 1997
Recognition by Toyota USA for outstanding quality and delivery performance in support of their business.
• As a result of one piece failures identified at the customer, our team developed, designed and implemented a bench-mark weld detection and feedback process (visual/audio). Features include ensuring one standard welding process is followed by all associates. System ensures positive weld location and minimum weld length is achieved for each weld. System locks the part in the fixture if/when a weld is missed, or a specific weld deposit is less than what is specified by the system.
• Reduced plant overhead rate 25.8% through growth and strategic initiatives.
• Implemented 23 product lift assists and 22 robots (welding and material handling).
• Our team developed a bench-mark, “Plan for Every Part (PFEP)” the foundation tool required to effectively make material flow. The PFEP defines many variables including warehouse space every product needs based upon component containerization size, quantities per container based upon container weight and container cost. This tool also allows “what if” modeling to confirm the impact of demand changes on the inventory management system. This tool has been adopted as the corporate standard throughout Tenneco.
• Toyota Production System Next Level: (SPCA) Systems, Pathways, Connections, Actions initiatives which support performance improvement within Process design. These enablers coupled with Problem solving, Knowledge sharing and practicing leadership to develop these capabilities in subordinates provides solid linkage and a foundation to support continuation of lean improvements made within the organization.
• Deployment and use of a 6 Month rolling Lean Action Plan & TVM management system to achieve > $3.5 million in annual Savings.
Shop Floor Management
• Checkbook Schedule: A visual scheduling process to post line-side the impact of customer demand shifts on the weekly cell schedule, allowing the associates to daily understand implications of changes to their work.
• Reverse PFMEA: A process to gain insight into our associates understanding of failure modes, systemic waste or processing issues they must work around, which were not captured in the normal process FMEA allowing management to attack and address them. Facilitated less than 10 Parts per Million defects.