General Management / Operations Executive

RALPH J. EMMINGER GENERAL MANAGEMENT / OPERATIONS EXECUTIVE

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4200 SW 22nd Street Ocala, Fl. 34474 Phone: 352-***-**** E-mail: *************@*****.***

Offering 26 years of diversified executive and entrepreneurial experience in business development, operations, and Lean/Six Sigma leadership for multi-million dollar organizations. Integrate and lead highly skilled, cross-functional teams in the design, development, and launch of leading-edge solutions and processes, including Just-in-Time, Total Quality Management, Lean Mfg. and Six Sigma systems implementation. Effective analyst, problem solver, and communicator repeatedly promoted to operations leadership roles of increasing scope.

Ability to travel & relocate.

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AREAS OF EXPERTISE

 Executive Decision Maker & Fiscal Champion  Corporate Planning and Strategic Development 

P&L Management & Budgetary Direction

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PERFORMANCE HIGHLIGHTS

Custom Window Systems Inc., Ocala Florida 1999-2009

This Company is privately owned, producing $45 million annually manufacturing windows and doors for residential construction.

VP of Operations (2005-2009)

Chosen by President and Owner to formulate and drive strategic turnaround initiatives affecting profitability and growth with charter to direct improvements to manufacturing processes, cycle times, and customer satisfaction with the organization.

 Senior Operating Executive responsible for the performance of the manufacturing/distribution facility for Company that experienced rapid growth from five plants generating $45 million in annual revenues and relocating them into the current 350,000 facility. This was accomplished in record time (15 working days) and without interrupting deliveries and quality.

 Charged with driving the organization to becoming a high quality, low cost producer, this was established through performance indicators, operating goals, realignment initiatives, productivity improvements and cost reduction programs that consistently improved product output, product quality and customer satisfaction.

 Selected to lead additional corporate teams, after 6 months in the position, which included Service and Warranty, Shipping and Receiving, and Maintenance. By developing and driving forward cost reduction initiatives that resulted in $2.1 million in savings over a 4 year period.

 Developed a Quality Assurance department and improved product repeatability though a proposed private labeling opportunity with Pella Windows Corporation. Through this exercise with Pella’s new market development team we were able to produce stringent quality and manufacturing standards that proved consistent repeatability in the entire scope of product designed and delivered to the end user.

Managed all critical aspects of the operations within the facility, which included but not limited to corporate logistics, shipping and receiving, process improvement, service, maintenance, quality and manufacturing. Lead up to 225 employees and 14 direct reports on multiple shifts.

Plant Manager (1999-2005)

Organized the manufacturing process along with creating a stronger improvement on cycle time, quality and safety.

 Reduced lead times through workstation review. Made modifications to improve the new employee orientation process to include and identify safety and process knowledge.

 Created focus areas and developed best practices criteria for performance within the manufacturing areas.

Managed operations of Door Division with 45 employees and 6 direct reports. -1-

RALPH J. EMMINGER GENERAL MANAGEMENT / OPERATIONS EXECUTIVE

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4200 SW 22nd Street Ocala, Fl. 34474 Phone: 352-***-**** E-mail: *************@*****.***

Whiskey Joe’s, Specialties Restaurants Inc., Tampa Florida 1998-1999

General Manager

General Management and specific operational aspect of the liquor and food service facility. Focused on managerial tactics that increased revenue and reduced expenses. Established stronger supplier relationships and revitalized format and operation procedures. Hired staff and organized financial requirements for marketing and operations

Prior Positions: General Manager (1995-1998), Photography Studio Owner (1992–1996) & Quality Manager (1984–1994).

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Leadership Contributions & Accomplishments Include:

 Operations Turnaround – Restore profitability within operations in six months by introducing new processes based on

Lean manufacturing principles that reduced inventory loss by 90%, decreased scrap in rework by 20%, and boosted

productivity by 15% through improvements that included new measurement systems for production and deliverables.

 Plant Consolidation – Championed Relocation of five manufacturing and sales locations to one 350,000 sq. ft. facility.

Organizing and utilizing lean manufacturing concepts for the development of over 18 product lines, the process layouts and

creating through-put that achieved an increased cycle time of 15 to 46% and reduction in workforce of 18 to 50% in selected

departments.

 Cost Reductions – Saved $250,000 annually by reducing excess packaging and reduced cardboard usage through effective utilization of operating resources and cost improvement initiatives. Worker Compensation Insurance Premiums went from $1,000,000+ annually for a straight policy to < $200,000 annually with a retro type policy (a base premium and pay as you go on injury cost), (Payroll reductions and rates were also a part in dollar savings but still a significant per capita reduction beyond those factors), through safety improvement programs.

 Safety Improvements – Cut workers’ compensation costs 40% ($750,000 annually) by implementing effective health and safety plans, employee training, management accountability and equipment safeguarding. Led company to achieve recognition as “Best in Industry” regarding OSHA frequency and Loss Workday Incident rates.

Achieved from 2003 through 2008 the following reductions in injuries were experienced.

 Worker Compensation Mod Rate reduction from 1.35 to 0.82. This went from a 32% penalty to an 18% credit based on an average performance being 1.00.

 Inclusion into the OSHA SHARP (Safety and Health Achievement Recognition Program) 2006-2008 two-year qualification followed by a three-year qualification 2009-2012.

 Operations Reengineering – Rebuilt management accountability by reorganizing plant into focused business units, each charged with responsibility for specific products and areas. Enhanced customer service satisfaction by taking the “Cost of Quality” from 3% annually to 1.25% during first year implemented and maintained stability. (Measured by unit sold, (Roughly 10,000 units per week) to Units returned and/or serviced through warranty.) Reengineered average yearly savings of $787,000

 Quality Reengineering –Formulated QA/QC department with oversight responsibilities of existing and new product

quality based on consumer and industry codes and criteria, along with documenting and posting standards of quality

and process operations within the facility.

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EDUCATION & SPECIALIZED TRAINING

Lean Mfg./Six Sigma  Executive Management, Leadership and Finance

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