Manufacturing Operations Analyst
Resume:
Craig E. Baker
*****.*********@*****.***
Manufacturing Operations Analyst
Domestic and International experience with proven successes at large companies and smaller private enterprises. Increased quality, boosted revenues and profits, reduced costs, improved productivity, and ensured customer satisfaction. Developed and motivated teams that positively impact bottom line results.
P&L Management – Planning – Policies, Processes & Procedures (Best Practices)
Production & Resource Planning – Warehouse Management - Business Development
Budget & Cost Controls - Logistics & Distribution - Multi Location Lean Manufacturing Management- Inventory Management - Quality & Continuous Improvements - M&A Due Diligence - Cycle Time Reduction - Vendor Liaison - Customer Service & Support - Supply Chain - Organizational Change Management & Conflict Resolution – Demand Flow – Engineering Mgmt.
Managed projects at multiple locations and resolved complex issues in a timely cost effective manner. Cultivate positive relationships and valuable strategic alliances. Successful in start up and turn around situations. Excellent communications, negotiations, organizational, and analytical skills.
Omni Data Solutions, Winona, MN./ Dallas, Tx
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Operations Manager, 2009 - 2011
Responsible for identifying and developing business relationships in China. Tasked to develop a pricing matrix for new product line to complete on-going test capabilities. Coordinate existing business model with new and not yet developed capability to include pricing, product development, personnel requirements and customer base. Create P&L structure while responsible for creating and attaining developed corporate profit goals.
Established international manufacturing partnership in China. Working for relatively small engineering services firm it became apparent that having an overseas partner would allow sales staff to offer large contract manufacturers and global distributor’s service capabilities for products that ended up in China. Result: Received contracts from 2 very large clients, increasing our net sales by 10%, whereas beforehand we wouldn’t have been able to participate in that success.
Created pricing matrix for industry established product new to company. Result: Increased sales by 7% which in turn increased product margins by 10%. Creating the matrix allowed us to be consistent with our request for quotes, more timely, and get as much as we could from a sales perspective without leaving any money on the table.
Developed new product, customer base, and pricing structure. Result: Introduced a new product line company wide and grew corporate revenue 10%. Managed product, customers, and all operations relative to the new product.
Circuit Check Inc., Richardson, TX
Vice President of Operations/General Manager, 1994-2009
Responsible for all corporate operations including Quality and Continuous Improvement, Project Management, Sourcing & Logistics, Manufacturing, Production Planning, Purchasing, Warehousing, Shipping & Receiving, Inventory Control, Facilities Management, and Profitability. Developed and implemented operational performance metrics. Trained managers how to utilize metrics to manage the business. Made recommendations to ownership regarding strategic company direction.
Created internal customer quality analysis mechanism. Coordinated system by-which each department had internal customer and vendor. Documented errors and attacked “tall poles” on a monthly basis. Result: Within a year, decreased WIP defects 40%, decreased per unit cost 7%, and increased OTD.
Standardized processes for four separate facilities into “best practices” model. Created both facility teams as well as corporate teams to develop a “best practices” working model for our different products. Eliminated over-purchasing, excess inventory, disharmony, and inefficient work flow. Result: Increased inventory turns, reduced inventory 20%, employees who now worked as cohesive unit with ability to share work to best available facility. This also created a nationally recognizable brand for company.
Coordinated new sales strategy to combat stagnant top line sales volume. Created direct sales force, established sales goals, performance parameters and evaluation criteria. Result: Sales grew 200% in 10 year period.
Evaluated purchasing methods and developed evaluation system for vendors. Result: Decreased vendors 30%, eliminated single source vendors, and negotiated better pricing saving 15%.
Implemented operational performance metrics internally to absorb functional sales growth while still maintaining quality, on-time delivery, and meet customer requirements primarily using LEAN methodologies. Result: As sales grew 200% in 10 year period, OTD increased 9%, rework percentage decreased 20%, and customer base increased over 25%.
Established P&L structures collaboratively with four General Managers. Result: Provided each manager with level of autonomy which allowed them to grow individually and also established baselines to better evaluate each more equitably.
Analyzed due diligence effort operationally for acquisition of 2 manufacturing facilities. Result: Went from 2 manufacturing facilities to 4 and increased sales 50%. Prepared due-diligence efforts (Operations) for owner/CEO to sell company. Result: Obtained necessary monies for owner to retire comfortably.
Coordinated 4 divisions/facilities of 250 associates (TX, CA, MA, AL) and developed identical shop floor controls and quality processes. Created corporate P&L structures and budgetary responsibilities. Developed efficiency increases of 20% through economies of scale and proper resource allocation.
Convex Computer Corporation, Richardson, TX
Materials Control Manager/Corporate Team Development Trainer, 1990-1994
Responsible for all Materials Management internally, Inventory Control, Warehousing, Shipping/Receiving, and financial integrity of material movement between stores accounts. Utilized Zenger-Miller and Blanchard materials to teach work-cells in conflict resolution, group dynamics, team synergy, peer review and management style analysis.
Developed personnel cross-training matrix Result: Increased everyone skills both within department as well as cross-departmental where it allowed itself. This one training aide decreased out overtime 15% within first 12 month period, allowing much needed workforce flexibility and eliminated personnel burn-out.
Established fundamental Business Process Mapping to eliminate wasted movement and redundant efforts to work toward creating LEAN manufacturing environment. Result: Decreased material turn time to floor from 24 to 6-8 hours. Adopted many of LEAN practices going forward to eliminate waste, reduce inventory, and increase efficiency.
Created Inventory Process to minimize loss. Established cycle counting methodology based on part number price and usage. Implemented A, B, C coding and counted A parts every week, B parts every month, and C parts every quarter. Result: Increased inventory accuracy 93% to 99%
Selected as Corporate Team Development Trainer responsible to train both intact work cells and cross-functional teams in disciplines such as Conflict Resolution, Group Dynamics, Team Synergy, Listening Skills and Peer Review Process. Result: Achieved cohesive and motivating environment where everyone feels valued, problems gets resolved, effectiveness increases and employee turnover is minimized.
Texas Instruments, Defense Systems and Electronics Group, Dallas, TX
Production Planner, 1982-1989
Planned and coordinated certain product lines for $200 million/year high tech Navy missile program (Harpoon). Administrative role in establishing best practices to ensure competitive efficiencies throughout the build process. Team member in cultivating the continuous quality improvement program. Awarded 6 non-periodic raises for outstanding contribution.
Education
University of Texas at Austin, Studies in Business Administration
References Provided Upon Establishment Of Mutual Interest
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