Production Supervisor

Dan Trojacek

***** *** ******* 949-***-**** (C)

Mission Viejo, CA 92691 949-***-**** (H)

***********@*****.*** http://linkedin.com/in/dantrojacek

VP / Director Manufacturing Operations

Building brand equity with integrity. Experience in delivering value and cost effective results by aligning manufacturing operations and administration with sales objectives and rigorously improving processes.

Expertise

● P&L ● Lean Six Sigma [Certified]

● Labor Negotiations ● Customer Focus

● Product Development ● Multiple Facility Management

● Business Unit Management ● Succession Planning

● Leadership ● Teambuilding

Results

Managed a corporation’s largest region with 4 facilities in 3 states having a combined budget exceeding $110M with 14 direct and 350+ indirect union and non-union reports.

Spearheaded, planned and developed a $5.5M manufacturing expansion, including material movement processes, to support increased production from 100 to 2000 mattresses per day.

Reduced lead times up to 50% on key items by developing and executing product manufacturing flow and process improvements.

Increased sales 12% in less than one year by building and leading cross-functional teams and implementing a successful quality improvement program.

Reduced labor costs 30% in a unionized facility by decreasing the factory headcount without losing essential skills.

Increased gross revenue $250K per month by collaborating with Sales and Marketing to develop a product line that turned around a key account.

Advanced production throughput 43% to support a 50% increase in sales.

Recognized For

• Profit-Driven • Results • Leadership • Teambuilding • Customer Focus • Process Improvements

Above The Rim Executive Coaching, Mission Viejo, CA 2011-Present

Facilitate, coach and mentor teams of professionals in intensive state of the art strategic career management program. Leverage skills and experiences to help teambuilding, leadership, growth and development.

Anatomic Global Inc., Corona, CA 2010-2011

Second largest manufacturer in the USA of eco-friendly memory foam mattresses and related bedding products with international distribution. Revenue $20M, 150 employees.

Manufacturing Specialist March, 2010-January, 2011

Responsible for developing, implementing, and monitoring documentation and reporting processes to ensure consistent quality of raw materials and finished goods, efficient production throughput, low cost labor, on-time delivery, and regulatory compliance. Matrix responsibility for 130. Reported to owner.

Used Lean Six Sigma initiatives, took an 80k sq.ft. building and developed layout of machinery and material flow required to meet anticipated production goals.

Anatomic Global [Cont.] Dan Trojacek, Page 2

Connected with machinery developers and suppliers to obtain equipment specifications and subsequent pricing quotes negotiating price reductions between 30% and 40%.

Spearheaded, planned and developed a $5.5M manufacturing expansion, including material movement processes, to support increased production from 100 to 2000 mattresses per day.

Director of Manufacturing for WorldBed.org (Consulting Role) January – March, 2010

Responsible for the design, development, production, and distribution logistics for this non-profit, 501.3c humanitarian project of Anatomic Global Inc.

Developed the processes, led the manufacturing and logistics personnel, taking production from zero to 500 pieces per shift within 45 days of start-up and beat deadline by 45 days.

Searched out and connected with donors, resulting in obtaining materials and logistics donations totaling approximately $40K within the initial 45 day start-up window.

California Faucets Inc., Huntington Beach, CA 2008-2009 Private US manufacturer and distributor of custom bathroom fixtures. Revenue $12M.

Director of Operations

Responsible for production, technical management, supply chain, procurement, inventory, IT, and maintenance. Member of Executive Committee. Staff of 9. Reported to owner.

Reorganized workforce, reduced headcount, saving nearly $10K per week in labor costs.

Reduced lead times up to 50% on key items by aggressively streamlining processes.

Eliminated approximately $100K of unusable inventories.

Spearheaded facility relocation, managing move within 60 days.

Spring Air Company, Tampa, Florida 2002-2007

Held VP and Director positions at several licensee facilities as describe below. One of the world’s largest mattress manufacturing companies. There were 17 domestic and 20 international licensee facilities serving retailers such as JC Penney, Macy’s, and Overstock.com.

Spring Air West, LLC, Lacey, Washington 2006-2007

Spring Air Company licensee, with factories in WA and UT, manufacturing mattresses and boxsprings for US, Canada, and overseas markets. Revenue $60M, 110 employees.

Vice President of Operations and Corporate Director of Manufacturing

Filled dual role as the VP of Operations and Corporate Director of Manufacturing. Responsible for manufacturing operations including supply chain, logistics, labor, production scheduling, HR, IT, facilities maintenance, and office administration. Staff, 110 employees. Reported to Managing Directors.

Led the successful manufacturing operations of the Corporation’s two manufacturing facilities in Lacy, Washington and Salt Lake City, Utah.

Reduced labor costs 30% in a unionized facility without losing essential skills.

Cut payroll from 8% to 4.8% of revenue with strategic labor reductions.

Improved productivity by 15% by implementing quality management techniques.

Reduced material waste by 10% and increased quality by introducing metrics at each machine.

Played key role on team that generated $250K in incremental sales in 1 month by developing a latex bedding product to account specifications.

Spearheaded federal regulation compliance (CPSC 16 CFR Part 1633) with new data collection and archiving solution.

Consolidated Bedding Inc., City of Industry, California 2005-2006

Spring Air Company licensee with 6 US and 2 Canadian bedding manufacturing factories; $300M annual revenue; 600 employees.

West Region Director of Operations

Responsible for 4 facilities in 3 states, full P&L with operating budget over $110M; 9 direct reports; 280 union work force. Member of the Executive Committee. Reported to COO.

Spring Air Company, [Cont’d] Dan Trojacek, Page 3

Increased productivity pieces per man-hour by 75% in Texas.

Raised profit margins by 12% in Oklahoma facility.

Doubled Oklahoma factory production capacity by devising and executing an 8-day relocation and startup plan for less than the $50K budgeted cost.

Eliminated a $12K per month warehouse lease and $500K in obsolete materials by promoting a profitable sale of the obsolete materials.

Led Kaizen event saving $300K in labor and materials, gained 4K square feet of floor space, and increased key output capacity by 50% in California facility.

Managed largest region comprised of multiple facilities and multiple states with combined budgets exceeding $110M and EBITDA greater than 12%.

Achieved Safest Factory and Most Profitable Factory awards for California facility; Most Efficient Factory award for Texas facility, and Most Improved Factory award for Oklahoma facility.

Increased sales from $18M to $24M at Texas facility by establishing quality, delivery, and service enhancements.

Developed and implemented performance metric dashboard adopted as a Best Practice for use company-wide.

Saved $75K per year in labor expenses by eliminating 2nd shift in Texas and $100K annually in material costs by establishing in-house component acquisition and production improvements.

Spring Air Partners of California, City of Industry, California 2002-2005

The largest of the Spring Air Company licensees, serving customers in the western US, Pacific Rim, and Middle East; $78M annual revenue.

Vice President of Operations Responsible for P&L and manufacturing operations of the company’s flagship facility. 10 direct reports; 175 unionized work force. Reported to the President.

Increased sales 12% in less than one year by building and leading cross functional teams and implementing a successful quality improvement program.

Grew sales from $60M to $78M in 3 years by collaborating with sales and marketing and establishing progressive manufacturing and management practices in this flagship facility.

Achieved 13% EBITDA in the first year, setting the benchmark for other company licensees.

Saved $1.5M annually in labor costs by deploying Maynard Operational Sequencing Technique.

Reduced material costs by 12% by developing national vendor relationships and rebate agreements as a member of the Corporate Purchasing Committee.

Successfully negotiated favorable Steelworkers and Teamsters labor contracts, with annual hourly wage increases held to 20 cents and 10 cents, respectively, over 4-year contracts.

Received company’s highest honor; Manufacturing Manager of the Year.

Received 2 Factory of the Year awards by fostering high levels of teamwork.

Education

BA Business Administration, Sierra University, Costa Mesa, California. GPA 4.0

Professional Development

Certified Lean Six Sigma Sensei, Villanova University, 2008

Master Certificate, Six Sigma Black Belt, Villanova University, 2007

Master Certificate, Supply Chain Management, University of San Francisco, 2011

Currently pursuing Certification as Supply Chain Professional (CSCP) with APICS, 2012

Currently pursuing Certification as Manager of Quality and Operational Excellence (CMQ/OE) with ASQ, 2012

Organization Memberships

APICS, American Production and Inventory Control Society, member since 2007

ASQ, American Society for Quality, member since 2007

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