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Manager Plant

Location:
O'Fallon, MO, 63368
Salary:
Negotiable
Posted:
August 30, 2012

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Resume:

MARK R. TRIMBLE, MBA

**** ********* *****, *’FALLON, MISSOURI 63368

314-***-**** t04qn7@r.postjobfree.com

MANUFACTURING / OPERATIONS CONTROLLER with over thirty years experience leading the financial functions of manufacturing operations with up to 225 employees and $170M in sales. Recognized ability to identify continuous change actions (LEAN) to reduce cost, enhance quality, and increase margins. Supervised up to 6 direct reports with responsibilities in international business, financial reporting / analysis, planning, forecasting, information systems, cash flow, payroll, and general ledger. Led several IT conversions bringing new systems on or ahead of schedule, and on or below budget. Strong PC/spreadsheet skills, excellent multi-tasking and organizational aptitudes, and proven ability to influence business partners. Extensive experience in cost improvement, LEAN improvement, annual business plan development in fast-paced, rapidly expanding companies. Effectively communicates direction, commits people to action, and conveys complex information into easily understood formats. Well disciplined with proven ability to manage multiple assignments efficiently under extreme pressure while meeting tight deadline schedules. Core Skills Summary:

Financial & Strategic Planning Operations & General Management

Budget Development / Management Contract Negotiation

International Finance / Operations Financial Planning / Analysis

Mergers & Acquisitions / Turn Around SEC / Audit / Tax / GAAP

Treasury / Cash Management / Bank Relations Risk Management

PROFESSIONAL ACCOMPLISHMENTS

STERIS CORPORATION - St. Louis, Missouri 2007 - 2012

$1B organization, dedicated to providing innovative infection prevention, decontamination and health science technologies, products and services.

Site Controller

Managed the $60.0M Plant budgeting process through establishment of time line, coordination of activities to include forecasts, production plans, shipments, labor loads, cost reduction programs, capital investments and presentation.

Developed, reviewed and analyzed standard costs for all new products and product line extensions including the annual standard update, development of labor and overhead rates, and the qualifications of year to year financial impact of changes.

Served on LEAN Enterprise team, performing process problem-solving and transforming traditional thinking into LEAN. Responsible for transforming traditional financial statements into LEAN measured states and KPI’s.

Investigated, reviewed and analyzed the accounting flow, controls and procedures highlighting problem areas and developing improvements. Developed and implemented corrective action as required.

Reviewed and approved $3.0M manufacturing capital plan, providing the required financial analysis when appropriate.

Coordinated all physical inventory cycle counts encompassing all stock at the plant and offsite locations.

BERNADETTE PRINT GROUP - St. Louis, Missouri 2005 - 2007

SWIFT PRINT COMMUNICATIONS - St. Louis, Missouri

$12.0M web/flex-o/sheet-fed printing companies.

Plant Controller

Developed cost center rates to be used for job costing and budgetary purposes by identifying specific cost drivers.

Developed an interactive profit plan, including revenue, gross margins, functional operating expenses, headcount, capital plan, cost drivers and contribution by business unit and product lines. Grew the company from $5.9 to $12.0M through use of the plan.

Developed, analyzed and interpreted statistical data and accounting information in order to appraise the management of operating results in terms of profitability, performance against budget and other matters bearing on the fiscal soundness and operating effectiveness of the organization.

Designed and implemented short-range and long-range cash requirements model to ensure acceptable levels of operating funds, reducing need for additional financing. Renegotiated bank loan rates, saving Company $25,000.

Assessed and continuously improved efficiency, effectiveness and relevance of finance team with focus on customers’ needs, quality, productivity and speed.

COMMUNITRONICS CORPORATION - St. Louis, Missouri 2003 - 2005

$4.0M audio-visual integration/electronics company.

Plant Controller

Developed and implemented strategic operating plans encompassing new business development, target markets, capital requirements and financial projections. Identified potential savings in excess of $100,000 annually.

Met efficiency and utilization targets as established in the profit plan. Impact of $20,000 (5% improvement) resulted from efficiency and productivity improvements of 10% and significant increase in chargeable hours per person. Improved cash flow by decreasing DSO from 55 to 40 days.

MRT CONSULTANTS - St. Louis, Missouri 2000 - 2003

Served various $20-$50M companies in diverse industries, including printing, medical devices and manufacturing.

Plant Controller/Operations Manager – Project Based

Determined cost accounting standards so that entity could recognize price variance, usage variance, labor variance and fixed / variable overhead variance. Prepared cost estimates for new products and validated bills of materials.

Improved international business results through multiple scenarios in dealing with Japan, South America, Germany and England to increase total revenue by 15%.

Analyzed workflow and identified area of cost reduction / containment totaling $175,000.

Identified ways to “do more with less” and improved profitability by over $114,000.

CORLEY PRINTING COMPANY - St. Louis, Missouri 1997 - 2000

$12.0M web/offset printing company.

Plant Controller / Operations Manager

Developed cost center rates used for job costing and budgetary purposes by identifying specific cost drivers. Allowed the company to accurately identify production costs and effectively bid printing jobs. Cost reductions exceeded $100,000 per year.

Developed cost accounting standards for the meeting of efficiency and utilization targets as established in the profit plan. Made decisions regarding plant’s capacity for producing jobs or meeting special schedules. Established manpower requirements for each department and made adjustments depending on workload, schedule changes and projections. Controlled overtime in manufacturing departments. Bottom-line impact of $200,000 (10% improvement) resulted from efficiency and productivity improvements of 8%, significant reduction in rework and major cost savings through less reliance on temporary employees and overtime.

VENTURE STORES, INC. - St. Louis, Missouri 1993 - 1997

$2.0B highly leveraged retail operation.

Director, Treasury and Financial Planning

Evaluated and reengineered Treasury functions and developed a cash management forecasting system that accurately reflected current and future positions, thus enhancing cash flow and investment opportunities.

Participated in negotiations for new credit line ($250,000,000) and restructured debt, thus reducing cost of capital by $900,000 (8%).

Identified $120,000 in cost reductions and improvements through systematic review of accounting methods.

MITSUBISHI KASEI AMERICA, INC. – WESTERN LITHOTECH - St. Louis, Missouri 1984 - 1993

$150.0M international, multi-location lithographic supplies and equipment manufacturer.

VP / CFO

Planned and directed hardware / software conversion of 5 subsidiaries to BPCS software and MRP III applications. Implemented JIT inventory system with significant reliance on SPC and TQM processes, reducing inventory levels by 37.5% ($3.0M). Guided and directed implementation of standard and process cost accounting systems.

Performed acquisition activities, utilizing due diligence research and financial modeling, with presentation of results to financial institutions and Board of Directors. Facilitated the integration of new companies into the mainstream of operations, increasing sales and profitability by $10.0M and $2.5M, respectively.

Directed and implement 3-year strategic plan encompassing new business development, consolidated operations, target markets, capital requirements and financial projections for 5 operating units. Savings exceeded $1.5M annually. Determined key metrics (KPI) and reported actual vs. expected to senior managers.

Served as a Senior Auditor at DELOITTE & TOUCHE (Big 4) for 3 years.

EDUCATION

MBA Finance with Honors – Lindenwood University, St. Louis, Missouri

BSBA Accounting – University of Missouri, St. Louis, Missouri



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