*** ******** ***

Boiling Springs, SC ***** Home 704-***-****

Office 704-***-****

Cell 704-***-****

E-mail ltvice@r.postjobfree.com

DENNIS ECKART

OBJECTIVE: To obtain a challenging Professional position in a manufacturing environment which will allow me to utilize my knowledge and abilities to contribute to the company

EXPERIENCE:

Bradman Lake Group Charlotte, NC

July 2008-present

Purchasing/Planning Manager

• Member of senior management reporting directly to the President of Bradman Lake

• Reduced lead times on machine items from 14 weeks to 6 weeks through enhanced supply chain management

• Manage 11 Purchasing, Planning, and Shipping/ Receiving employees

• Reduced overall cost of machined components by 35% through successful negotiations and enhanced supply chain management

• Streamlined order process to reduce delivery time of machines from 18 weeks to 11 weeks.

• Implemented Standard Operating Procedures for all areas of Purchasing/Planning and Shipping/Receiving

• Implemented cycle counts and mini physical inventories to increase accuracy of daily inventory. Successfully eliminated the need for year end physical inventory audit starting in 2009

• Reduced warehouse inventory levels 59% through standardization of parts and demand planning projects

• Established daily supervisory production meetings and weekly management production meetings to track company progress and assure delivery commitments are met.

• Implemented supplier VMI programs, point of use systems, and visual KANBANs to support production, reduce excess inventory, and increase cash flow

• Developed Aftermarket Demand Plan to support one day lead times on 300+ critical machine items. Saved approx 75K per inventory turn through economic order quantities and price negotiations

• Developed and implemented SCAR process to track ,resolve and eliminate supplier quality issues

Kearfott Guidance & Navigation Systems Asheville, NC July 2007-July 2008

Senior Manufacturing Planner

• Streamlined procurement process from 41 days to 15 days through elimination of wasteful processes

• Hand picked to represent Operations on ERP implementation team. Responsible for ERP data migration, testing, implementation, and functionality of Operations, Production Control, and Purchasing modules

• Reduced overall lead times on long lead items by 45 days through proper vendor management

• Participated in ground floor build up of S&OP process. Managed S&OP process on a daily basis. Lead a weekly series of S&OP meetings with Contracts, Operations, and upper Management.

• Established and implemented Supplier Adherence Program as a communication tool with supply chain to assure timely delivery of goods

• Developed long range planning tool to assure future requirements are properly planned

• Hired and trained personnel on proper analysis of long range planning tool

• Absorbed Master Scheduling functions

Stanley Tools Sabina, OH August 2006-July 2007

Senior Master Scheduler

• Reduced backorders 87.68% and total $ on backorder by 97.93% through shop floor prioritization, lot size adjustments, and schedule negotiations.

• Reduced set up costs by $ 211,000 through lot size readjustment

• Justified capital acquisitions through capacity analysis

• Completed FAR process (Fixed Asset Request)

• Six Sigma Greenbelt project saving over 200K in setup charges

• Issue weekly shop floor schedules to control production

• Established visual KANBAN areas in raw material to reduce inventory

• Completed Six Sigma project to reduce year end cost of inventory by $217,033

Ingersoll - Rand Company Shippensburg, PA September 2005-July 2006

Production Control Supervisor

• Supervise a total of 20 planning and engineering personnel

• Supervise 4 material planners

• Manage ECN Administrators(Engineering Change)

• Manage Demand Flow Engineering (KANBAN)

• Responsible for the overall performance of 500+ suppliers

• Increased participation in SMI (Supplier Managed Inventory) Program by 3 million dollars in less then 8 months

• Reduced supplier delinquencies to less then 2% through lead time adjustments and safety time program

• Managed web site enhancements to allow supplier input of commit dates. Reduced cycle time of information by 2 days.

• Managed project to accumulate lead time data on over 30,000 part numbers to increase the accuracy of purchase order quantities and release times

Teleflex Aerospace Manufacturing Group Cincinnati, OH April 30, 1990 to September 2005

Production Control Supervisor 1997-2005

• Supervise all shipping and receiving functions

• Direct the daily activities of the inspection and manufacturing personnel

• Hold twice daily production meetings to assure open communication and a smooth transition between shifts

• Monitor daily production to assure company objectives are met

• Flow down any new requirements to outside vendors and raw material suppliers

• Resolve any open issues with customers concerning variances in new schedules

• Communicate internally any revised commitments to the customer

• Author of over 30 SOPs for Production Control Department

• Supply financial inventories to Accounting department for income statements and balance sheets

• Compile monthly sales goals and compare to manpower and machine capacity restraints. Work closely with supervisors and managers to resolve any capacity issues through overtime or outsourcing

• Achieve monthly shipments of approx. 38,000-40,000 pieces per month

• Manage year end inventory audit with outside auditors

• Tooling Administrator: supervise all government, Internal, and ISO9000 tooling audits

• Justify any capital acquisitions or manpower additions with capacity reports

• Acting Plant Manager during Plant Manager’s absence

• Acting Lead Supervisor during Lead Supervisor’s absence

• Other assignments as deemed necessary by the Plant Manager

• Eliminated monthly physical inventory counts through the use of daily tracking sheets. Annual cost savings: $218,400.00

• Reduced overtime 20% through “overlap” hours in Shipping and Receiving. Annual cost savings: $23,880.00

• Worked with supervisors and customer to increase productivity on Rolls Royce AE2100 program approx. 30% through introduction of “1 man 2” manufacturing. ( 1 man 2 machines) Annual cost savings: $145,670.00

• Absorbed GE-F110 Assembly Center production control responsibilities to allow more direct labor additions.

• Negotiated with outside vendor to assume barstock purchasing responsibilities, increasing cash flow by approx $425,066.00 per year

Central Planning Scheduler April 1996 to April 1997

Staff Accountant September 1994 to April 1996

Contract Administrator February 1993 to September 1994

ECM Operator April 1990 to February 1993

EDUCATION:

College of Mount Saint Joseph, Cincinnati, Ohio October 1990-June 1993

BS Accounting and Business Management, 1993

APICS: The Association for Operations Management

Registered April 2011. Anticipated certification date December 2012

Computers:

• Access software

• MRP II with BPCS

• JD Edwards

• Visual Enterprise

• Visio-flowcharting software

• Mainframe Systems

• Finesse Mainframe software

• Vision 4000 MRP software

• PIOS MRP Systems

• IFS ERP systems

• PowerPoint

ADDITIONAL TRAINING

• day course in NAFTA, Cincinnati, Ohio June 1995

• 3 day course in Vision 4000 software, Perry Sound, Canada, January 1996

• 2 day seminar in Export Regulations, Chicago, Illinois, November 1997

• 30 hour course, Management and Supervisory Training, University of Cincinnati, October 1998

• 7 hour course, Management’s Rights in Union Avoidance, Cincinnati, Ohio March 1999

• Six Sigma Green Belt Training Feb/March 2007

• FOD, ESD, and Mil Spec training January 2008

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