Customer Service Manager

JAMES GAZDICK

**** * *** * • La Porte, Indiana **350 • 270-***-**** • hr6elb@r.postjobfree.com

PLANT MANAGER

Dynamic manager with over 22 years of experience surpassing overarching operational objectives for multimillion-dollar corporations. Proven ability to assess needs and implement strategies for new systems while identifying areas of cost savings. Adept at establishing key metric standards to evaluate all areas of operations while ensuring compliance with regulatory requirements. Comprehensive knowledge of the manufacturing industry. Recognized as a results-oriented leader with outstanding interpersonal skills.

CORE COMPETENCIES

Strategic Planning • Change Management • Capital Planning • Organizational Growth

Training & Mentoring • Team Development & Leadership • Client Relations • Negotiations • Hiring

Cost Savings • Vendor Relations • System Improvements • Processes & Procedures • Safety

Logistics • Audits • Reporting & Documentation • Compliance • Procurement • Customer Service

PROFESSIONAL EXPERIENCE

STRICK CORPORATION, Monroe, Indiana • 2006 to 2008, 2010 - present

$40M company that manufacturers custom dry freight vans, container chassis, and timber haulers.

Plant Manager

Spearhead all production, assembly, and steel / aluminum fabrication schedules for the production of dry freight semi trailers. Direct profit and loss statements across multiple shifts. Analyze daily production rates, maintenance schedules, and raw material reports. Collaborate on projects and conduct daily meetings with Purchasing, Product Engineering, Industrial Engineering, and Warranty Managers. Manage 7 direct reports and 130+ employees while encouraging exceptional levels of productivity. Assess line flow layouts, process flows, and capital expenditures for each project. Identify line modifications and evaluate final products. Oversee all production process from concept through successful conclusion including steel / aluminum fabrication operations, weld / paint shop tasks, and assembly line procedures.

• Transformed the internal culture by spending one-on-one time with personnel, becoming involved in manufacturing processes, and increasing training / mentoring opportunities. This, in turn, has led to a 21% increase in productivity over the past 18 months. (Jan. ’11 through June ’12)

• Slashed warranty costs from .5% to .34% of sales in only 1 year, resulting in savings of $160K.

• Introduced Lean systems and means of documenting processes and procedures.

• Created a Kanban system, thereby reducing surplus inventory between internal suppliers.

• Obtained thorough knowledge of semi trailers and spent time with employees on the floor, resulting in enhanced production processes and increased internal communication.

• Diminished injury claims 52% through safety programs and saved over $130K in only 2 years.

• Decreased management 33% without sacrificing quality and productivity, resulting in over $180K in corporate cost savings annually.

HY-LINE ENTERPRISES HOLDINGS, LLC, Elkhart, Indiana • 2008 to 2010

$15M company that manufacturers customized park trailers, park models, travel trailers, and 5th wheels.

Operations Manager

Spearheaded daily operations for custom Park Model and Recreational Vehicles. Oversaw means to swiftly develop individual engineering solutions while streamlining processes, identifying cost savings, and delivering exceptional final products. Determined budgets and analyzed warranty expenditures to investigate areas of quality improvement. Ensured clear internal communications with manufacturing, procurement, customer service, warranty, and engineering departments while conveying a cohesive vision to all employees. Directed 5 managers and encouraged high levels of performance and productivity. Negotiated prices on raw materials while cultivating relationships with outside vendors. Lead all production processes from conception to successful conclusion. Collaborated with clients to guarantee all products are designed to specific standards. Directed daily meetings with department heads to impart objectives including performance, resource planning, and cost reductions. Identified training needs, initiate employee

JAMES GAZDICK • Page 2 • hr6elb@r.postjobfree.com

development ventures, and continually review individual / team performance against corporate objectives. Assisted retailers in the Canadian market to develop a new line for a targeted audience.

• Led means to launch a new plant and introduce a new Park Model product.

• Identified methodologies to decrease scrap throughout the manufacturing process.

• Slashed warranty costs over 21% per unit.

• Reduced raw material order lead times from 3 weeks to 1 week prior to production.

• Transformed the Customer Service Department and created new standard operating procedures.

• Pioneered a new hourly pay structure, resulting in over $213K in corporate cost savings.

• Implemented new systems, processes and procedures that aided consumers.

• Boosted 24-hour shipment rates from 10% to 95% in only 2 years.

• Lowered raw material costs 3%, resulting in $274K in annual savings.

FLEETWOOD ENTERPRISES, Benton, Kentucky • 1988 to 2006

Company that was the largest producer of manufactured housing / recreational vehicles in the U.S.

Plant Manager • 2005 to 2006

Directed all plant operations to produce manufactured housing while ensuring compliance with HUD guidelines. Directed production, quality control, warranty, and service tasks while enhancing internal communication. Managed 8 direct employees and 180 staff members. Administered to a $7M budget while overseeing all profit and loss statements. Generated production schedules, oversaw maintenance / service efforts, and promoted superb productivity standards. Assisted product development employees to engineer successful floor plans and prototypes.

• Delivered over $41M annually by growing facility operations, staff, and production operations.

• Landed a 93% customer satisfaction rate through initiating quality improvement processes.

• Earned the highest customer satisfaction rate out of 23 corporate facilities in 2005.

• Slashed the time required to develop prototypes by 25%.

• Collaborated with the Maintenance Supervisor to deliver less than 3% down time.

• Boosted the number of floor plans from 5 to 73 while guaranteeing quality assurance.

• Launched means to document training processes and procedures for employees.

Production Manager • 1998 to 2004

Directed a $3M budget while spearheading all quality and output efforts for the production line. Supported training endeavors for 180 employees while educating staff on home construction and process flow ventures. Launched programs to improve safety, quality, and productivity operations. Conducted weekly department audits and administered to payroll. Led means to conduct process improvements, solve departmental staffing requirements, and isolate bottleneck areas in line flow.

• Established a productivity system that delivered over $250K within only 2 quarters of operation.

• Earned a 100% rate of production within 90 days of launching staff education programs.

• Received recognition for delivering the division’s lowest accident rate.

• Maintained the highest production rates within 7 facilities by accelerating productivity, eliminating waste, and creating job process requirements.

ADDITIONAL POSITIONS (details on request):

Assistant Plant Manager, FLEETWOOD HOMES OF TEXAS

Production Manager, FLEETWOOD TRAILERS OF NEBRASKA

FORMAL EDUCATION

B.S., Industrial Supervision, Purdue University, West Lafayette, Indiana

PROFESSIONAL DEVELOPMENT

Phillip Crosby Quality College, Franklin Covey Seven Habits of Highly Effective People,

INSHARP Certification (Indiana Department of Labor & IOSHA)

COMPUTER SKILLS

Microsoft (Word, Excel, PowerPoint)

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