Manufacturing/Operations Manager

Bruce Chretien

** ***** ****** - ********, ** ***91

401-***-**** **********@********.***

Manufacturing Operations Manager

Dynamic, goal oriented leader recognized as an expert at executing automated manufacturing systems/processes while enhancing performance, improving quality, and reducing cost. Excellent knowledge of Six Sigma and other formal productivity/performance improvement initiatives, including Lean Manufacturing, Quality Functions Deployment, Design of Experiments, and Kaizen Blitz. Key qualifications include:

 P&L Management & Strategic Business Planning  Re-engineering Operations & Process Improvements

 Forecasting & Budgeting (Operating & Capital)  Vendor/Supplier & OEM Relationships

 Costing, Margin Improvements & ROI  Change Management and Labor Relations

 Multi-Site Operations & Process Improvements  Warehousing, Distribution, and Inventory Control

Certifications: GE Black Belt; Continuous Improvement Champion; QS 9000 and ISO 9001:2000 Implementation/Auditing

MBA • Operations Management • Southern New Hampshire University, Manchester, NH - Awarded 2004

BS • Electronic Engineering Technology • Wentworth Institute of Technology, Boston, MA - Awarded 1994

PROFESSIONAL EXPERIENCE

STANLEY BOSTITICH, East Greenwich, RI / Clinton, CT 2005 to 2010

Superintendent of Operations (2007 to 2010)

Production Supervisor (2005 to 2007)

Hired as a Production Supervisor and promoted to Superintendent of Operations with full P&L responsibility for a $60M division of a Fortune 500 company manufacturing high quality fastener sub components. Primary focus was on the turnaround of the under performing division, with an emphasis on manufacturing, materials management, budgeting, cost control, quality, customer delivery, daily operations, and divisional synergies. Recruited internally to build the manufacturing team and foster increased quality and delivery.

• Increased labor efficiency from 68% to 98% within a three year period while reducing headcount, resulting in $4.5M savings in operating cost.

• Guided the division from $5.2M unfavorable operating cost to $3.8M favorable operating cost.

• Implemented a dynamic rework process recycling production scrap accounting for 70% of material cost, delivering a .46% scrap rate equating to $2.5M savings and leading all divisions in scrap rate.

• Introduced a full facility Behavior Based Safety Program reducing OSHA recordable injuries by 86% from 21 to 3, reducing Workers Compensation cost by $300,000+.

• Launched a manufacturing leadership structure to assist the development of consistency throughout the entire manufacturing floor dealing with issues relevant in unionized organizations, reducing union grievance to 0.

• Supported a five week wall to wall OSHA audit resulting in two minor findings.

• Led the negotiations of VMI (vendor managed inventory) and inventory consignment programs reducing the carrying cost by $1.1M.

• Delivered unprecedented results by achieving 100% customer on-time delivery 18 consecutive months while reducing finished goods inventory by 82% from 14.1 days to 2.6 days resulting in #1 rated division for on-time delivery.

• Led the integration of two manufacturing facilities into one. Directed the transfer of all core competency equipment from one facility to another, sold all non-essential equipment, completely decommissioned and implemented preparations for vacancy of a 238,000 square foot manufacturing facility.

VESPOLI, New Haven, CT 2005

Production Manager

Brought on board to revitalize manufacturing operations for this $20M crew racing shell manufacturing company. Full operations responsibility with accountability for establishing strategic plans, improving quality assurance, purchasing, schedule adherence, and warehousing/distribution.

• Saved 33% on material cost through the improved procurement practices and by introducing a JIT (just in time) inventory control system.

• Reduced overtime from 18% to 7% with a simultaneous 21% increase in production volume, all while improving first pass inspection and maintaining excellent employee relations.

BRUCE CHRETIEN Page 2 of 2

ROLLEASE, Stamford, CT 2004 to 2005

Manufacturing/Logistics Manager

Manufacturing Manager

Hired as Manufacturing Manager and promoted to Manufacturing/Logistics Manager for this $30M window blind manufacturing company with full responsibility for all manufacturing and logistics operations.

• Facilitated Employee Training Development Programs with a foundational development in lean practices such as Value Stream Mapping, Kaizen and 5S events.

• Introduced and implemented a cellular manufacturing process in clutch assembly, increasing productivity by 22% and decreasing defective product by 30%, realizing a positive benefit of $300,000+.

• Successfully implemented an initiative creating Standard Operating Procedures accompanied with production standard rates of parts per hour increasing labor efficiency by 20%.

• Negotiated a preferred carrier cost for trucking contracts that saved $230,000 over previous cost.

• Reorganized warehousing operation and established a multi-tiered, computerized inventory control system including vendor on-time delivery performance that saved 15% over previous warehousing cost.

NEW HAMPSHIRE BALL BEARINGS, Laconia, NH 1997 to 2004

Manufacturing Business Unit Manager (1999 to 2004)

Production Supervisor (1997 to 1999)

Hired as a Production Supervisor and promoted to Manufacturing Business Unit Manager of a $70M Japanese owned aerospace bearings manufacturing company. Full P&L responsibility for all manufacturing operations for five departments. Primary focus was on cost reduction, on-time delivery, quality adherence, budgeting, labor efficiency, and daily operations. Managed seven direct and 300 indirect unionized reports.

• Implemented a Load Monitor, Tool Life System, and auto probing on a twin spindle twin turret CNC Lathe. This system allowed the machine to detect worn tooling, call up redundant tooling, auto touch-off tooling, and continue running without operator interaction. Annual savings of approximately $35,000.

• Facilitated the implementation of lights out machining for a CNC Machining Center. This feature allowed the machine to manufacture high precision components after operating hours. Annual savings of approximately $120,000.

• Implemented quick-change tooling on CNC Lathes resulting in a significant reduction in setup time. Setup reduction team achieved a 9-minute setup on a chuck machine with current average setup time of 35 minutes with a quick change over jaw system. Annual savings of approximately $165,000.

• Kaizen Event on an OD Grinder to reduce the setup time from a 93 minute average to a 15 minute average resulting in an 84% reduction. Exhausted all avenues on external setups to achieve this task. Annual savings of approximately $155,000.

• Implemented Bearing Cell development which led to the manufacturing of products substantially less then in the past. The Cell consists of 11 pieces of equipment modeled on the one-piece flow concept. Annual savings of approximately $105,000.

CARON ENGINEERING, Wells, ME 1992 to 1997

Electrical Technician

Hired as a co-op student meeting educational requirements leading to full time employment. Full project responsibility for design, assembly, and field installation of systems and components as an OEM. The design and installation of systems retrofitted to CNC equipment. Developed programs written in ladder logic to support top 10 name brand PLC manufactures. Testing and debugging of systems to component level used to develop new products. Created electrical schematics and layouts for systems designed and installed.

ADDITIONAL TRAINING & TECHNICAL DEVELOPMENT

 United Technologies ITO University Attendee  Six Sigma Process Development (1 month in Japan)

 United Technologies Kaizen Event participant/co-leader  Building Successful Leaders Training

 Boeing Lean Manufacturing participant  Communicating with Diplomacy and Professionalism

 Toyota Production System  Zodiak Financial Training

 Product & Process Optimization  Working With Difficult People

 Six Sigma Champion Training  Dealing Effectively With Unacceptable Employee Behavior

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