Project Manager

JOHN L. PIEPER

**** *********** ****** – Manchester, MO 63011

636-***-**** (H) – 314-***-**** (C) – **.********@*****.***

SENIOR OPERATIONS EXEC/DIRECTOR/CONSULTANT/

PLANT MANAGER

Union and Non-Union Shop Experience

Management executive who capitalizes on market opportunities to drive revenues, profits and growth. Develop, justify and implement capital projects to improve plant facilities and increase production to meet or exceed production forecasts. Experienced in all phases of Project Management. Hands-on ERP / MRP / DRP business system experience utilizing J.D. Edwards XE and OneWorld. Strong general and profit and loss management. Maintain direct contact with customers. MS – Management. MBA. Strengths:

Leadership – Took on-time product delivery from 80% to 100% by collaborating with various departments to determine customer supply and demand forecasts, 1985–1988.

Process Controls – Initiated process controls in all positions. Developed and implemented programs and policies to maximize plant operational efficiency, throughput and quality

Strategic Alliance – Built business partnership between Tetra Plastics and Nike Shoes. Personally solved problem of blow outs in air soles by extruding polyurethane. Air soles mushroomed beyond anyone’s imagination at the time, 1984

Safety – Improved safety of hazardous material waste management, 1985-2008.

Procurement-Purchase chemicals and equipment 1978-1985

Negotiation- Verify contracts with air express carries in US, Asia, and Europe. Establish pricing on shipped goods. Assured that all standards were met and all procedures were adhered to. Maintained open communication between customers, carriers and suppliers.

Skills- Conducted contract planning, sources selection, and research for purchasing of chemicals and hardware items. Negotiated price and delivery in a competitive environment, while executing supply chain controls. Successfully formulated over 12 products for the automotive, general industrial and defense industries.

AREAS OF EXPERTISE

Strategic Planning – Multi-Site Operations – Strategic Alliances – New Business Development

Logistics, Purchasing and Distribution – Finance and Budgeting – Organization Design and Development

Six Sigma – Lean Manufacturing – Work Cell – Toyota’s Smooth Manufacturing processes

PROFESSIONAL EXPERIENCE

CONTICO KATY INDUSTRIES, St. Louis, MO, 10/2010 to 9/2011

Public manufacturer and distributor of commercial cleaning products sold primarily to janitorial/sanitary and food service distributors. Supply end-users such as building service contractors, restaurants, hotels, healthcare facilities and schools. Supports customers by producing and sourcing quality plastic products.

Shift Superintendent Molding Dept.

Plans and directs production activities of the injection molding department. Shift consists of 40-70 union and non-union employees responsible for production, maintenance, tooling, setup, and shipping/receiving. Must meet dept’s metrics, quality, and cost objectives.

Reduced down-time of plastic molding machines

Increased production in dollars per labor hour

Improved communication and performance of employees

AMERICAN PULVERIZER, St. Louis, MO, 9/2010 to 10/2010

Privately held manufacturer of pulverizing machines serving a global industry. The product line includes: ringmills, slow speed high-torque shredders, and other various type crushers and reduction equipment.

Vice-President Plant Operations

Oversees all manufacturing operations including: scheduling and planning, purchasing, shipping and receiving, fabrication, machining and assembly. Also responsible for safety, environmental regulations and union contract negotiations.

Improved communication between departments.

Improved on-time delivery of million dollar completely assembled machines.

Improved tracking of component parts through various stages of assembly.

SELF-EMPLOYED, St. Louis, MO, 5/2009-8/2010

Manufacturing Consultant

Improved the operation of both privately held and publicly held electrical distributors.

Improved the operation of both privately held and a national publicly held distributor of home appliances.

Soccer Referee

Referee of youth age U-8 to U-18 soccer players in the St. Louis area for various select soccer leagues.

GREENKOTE IPC, St. Louis, MO, 7/2008–4/2009

Privately held Job shop with 100+ employees servicing the Automotive Big 9 and appliance industries. Oversaw all plating of nickel/chrome and zinc plus e-coating and powder coating operations.

Plant Manager

Started up customer plating production without quality or delivery concerns by verifying process controls were in place. Followed up legacy quality concerns to minimize adverse dollar impact on profitability. Started 3rd shift operations due to increased demand in production. Ensured performance of waste water and maintenance operations. Maintained open communication with two unions to minimize problems. Maintained competitive advantage in plating and coating of metal parts by on-going review and analysis of pricing. Held P&L responsibility with 8 direct and 95 indirect reports. Set up new process controls for heat treating of seatbelt tongues for automotive applications. Coordinated with Paulo Products on their heat treating specifications of our incoming parts.

Turned around plant in the first 3 months of operations after taking over a losing operation.

Expanded sales 15% outside the St. Louis area by communicating with all customers in the St. Louis area and personally making sales calls.

Increased returns per labor hour 25% and dollars per line hour by 35% by initiating best practices.

Reduced cost of goods (COG) sold 15% by lowering material and energy usage levels.

Slashed expenses of the cost in shipping customer parts 50%.

Positioned company for profitable sale.

DYNACRAFT INCORPORATED, St. Louis, MO, 9/1989–7/2008

Privately held Job shop with 49 employees. Services the Automotive Big 6.

Plant Manager

Oversee coating operations at 24/7 union plant. Resolve technical and operational issues. Establish parameters for plant engineering controls. Improved service, deliverables and purchasing. Set up guidelines for purchase and start up of new equipment and plant expansions. Experienced in Good Manufacturing Practices compliant production. Initiated lean manufacturing initiatives to become more efficient. Regulate work force levels and facilities. Resolve union employee grievances. Hold P&L responsibility for budget with 4 direct and 40 indirect reports. Anodized and coated parts for the Aerospace industry.

Increased customer base 50% by developing targeted marketing plan implemented within 250 miles of St. Louis that grew sales 3-fold since 1990.

Skyrocketed sales 300% by providing leads from marketing plan.

Slashed workman’s compensation claims 95% by investigating reports and collaborating with Barnes Jewish Hospital as a guiding member of Plant Manager’s Round Table.

Reduced return materials and increased on-time delivery 120% through follow up with sales and customer service. Meet customer quality needs.

PRECISION FINISHING, Fenton, MO, 10/1988–9/1989

Privately held painters of automotive parts with 48 employees in 2-shift plant. Primary customer was Chrysler.

Manufacturing Consultant

Set up testing documentation to confirm painting processes were in statistical control. Kept plant cleaned and presentable for unannounced plant tours by Chrysler.

Pioneered quality control program to meet requirements to do business with Chrysler.

Started up powdered plant operation. Purchased used equipment and paint booths and plant layout. Laid out grid work for installation. Set up statistical quality and process controls. Supervised maintenance personnel during installation. Implemented documentation of processes for continued correct operations.

Projected 33% in new revenues by acquiring additional business from new customers.

SIEGEL-ROBERT, St. Louis, MO, 1/1985–10/1988

Privately held company that plated plastic parts, vacuum metalized, painted and provided value added services at 7 U.S. locations in MO, AK and TN with 1,000+ employees. Customers included the Big 6 automotive manufacturers.

Plant Manager and Assistant to EVP of Field Engineering

Directed quality process control for 10 Midwest production plants. Oversaw daily activities of 24/7 plant operations. Set up paint and plastics control labs for standardization in plants. Developed production forecasts with management team. Collaborated with plant staff to resolve quality problems in automotive assembly plants. Hired, trained and terminated employees. Held P&L budget responsibility with 12 direct and 353 indirect reports.

Grew sales from $30,000,000 to $39,000,000 by speeding up processes, eliminating poor performing products and introducing more profitable products.

Decreased total company automotive returns 10% after implementation of new process controls.

Added additional staffing in union plant from 297 to 353 employees due to increased production.

Drove profitability from 27% to 36% by generating more dollars per labor hours and by reducing scrap.

Other positions held – Inmont Corp., Production Superintendent, St. Louis, 1969–1978. Tetra Plastics, Staff Manager, St. Louis, MO, 1978–1984. Sigma Chemical, Chemical Buyer, St. Louis 1984–1984.

EDUCATION

Maryville University, St. Louis, MO

Master of Business Administration, 1991

Master of Science in Management, 1986

Washington University, St. Louis, MO

Bachelor of Science, Chemistry and Industrial Management, 1978

Computer Experience – Microsoft Suite: Word, Excel, Outlook and Project Management.

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