Manager Customer Service
Resume:
Brad Powell
Grantville, Georgia 30220
**************@*****.***
770-***-**** residence
404-***-**** cell
General Manager / Operations Executive
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Broad-based general manager and operations executive with 22 years proven leadership in multi-product manufacturing, Lean, safety, logistics, customer service, new product development and quality. Known for a “bird’s eye – ant’s eye” management style; able to see the big picture while still tending to the details. Demonstrated ability as a change agent; recognized for building top-performing teams that exceed customers’ expectations. Core competencies include:
1. GENERAL MANAGEMENT. Straightforward, fair and consistent management style. Reputation as both a strategic thinker and hands-on manager with a supreme sense of urgency. Maximum span of control as Division Manager at Yamaha: operating budget of $30M, 500+ employees and two facilities. In the past three years, led or sponsored several cost reduction initiatives that saved $5 million; used Lean, TPM / TPS methods and Kaizen tools.
2. OPERATIONS LEADERSHIP. Adept at driving costs and wastes out of an operation while improving quality and safety. Known for instilling a ‘safety first’ culture and for empowering employees to take ownership of the operation’s vision. In 2008 at Yamaha, increased productivity by 90% and first pass ratio (FPR) by 33% using Lean methodologies. Consolidated two shifts into one.
3. PROJECT MANAGEMENT. Along with the Plant #1 manager, implemented quality principles for entire campus (five locations and 1000+ employees) that improved quality 6%; also sponsored several Six Sigma projects. At ROPAK, one of two managers who led the start-up of a new 150K SF facility. Led and implemented FDA and ISO 9000 programs. Saved $250K annually by instituting a recycling program.
Professional Experience
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July 2004 to Present | Yamaha Motor Manufacturing Corporation | Newnan, Georgia
YMMC manufactures and sells recreational vehicles – all terrain vehicles, golf cars and personal watercraft. At its peak, this site built 220K (now 75K) vehicles per year, had $1B+ in sales and employed 1200+ people.
DIVISION MANAGER, Plant #2 Operations | April 2007 – Present
1. In charge of fabrication and assembly of two recreational vehicle product lines; indirect accountability for product quality improvements, engineering changes to design and facility, asset management, inventory control, logistics, new product introduction and 500 non-union employees in two facilities that produced $500M in revenue annually.
2. Improved combined product line first straight pass ratio (FPR) by 33%.
3. Drove improvement in morale and safety awareness through JSA’s (job safety analysis) and standardized work.
4. Reduced downtime by 30% in 2009.
5. Saved $350K in 2009 through continuous improvement initiatives.
6. Avoided $5 million in costs through Lean improvement initiatives.
7. Increased value-add labor content by 40% and increased vehicle per person ratio from an average of 2.2 to 4.0.
8. Implemented a 10-hour, four day work week.
9. Improved productivity 90% by consolidating assembly shift work.
10. Implemented quality principles.
DEPARTMENT MANAGER | July 2004 – April 2007
1. Responsible for two recreational vehicle assembly lines, indirect accountability for product quality improvements, engineering changes to design and product lines, inventory control, logistics, new product introduction, asset management, and 300 non-union employees that produced $400M in revenue annually.
2. Led Lean implementation using proven Toyota and Yamaha methods.
3. Reduced downtime and improved productivity while using 35% temporary workforce.
4. Implemented lateral deployment of continuous improvement projects.
5. Improved first pass ratio (FPR) by 10%.
6. Improved productivity 20%; reduced labor and material waste and improved shop floor layout.
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October 1998 – June 2004 | ROPAK Corporation | LaGrange, Georgia
ROPAK specializes in the manufacture and marketing of rigid plastic shipping containers in North America and Europe, serving various markets: consumer food to construction, dairy to fishing. ROPAK operates as a division of LINPAC.
PRODUCTION MANAGER
1. In charge of a 24-hour, seven-day-a-week operation, including budgetary control, indirect control included planning, manufacturing, purchasing, inventory control, quality, distribution, new product introduction and customer service. Responsible for 200 non-union employees.
2. Increased shipping quantities by improving packaging design.
3. Increase productivity and reduced headcount reduction by implementing automation technology.
4. Implemented JSA’s for production area.
5. Saved $250K annually by reducing scrap and using a purge compound for color changes.
QUALITY MANAGER
1. Responsible for product quality assurance, budgetary control, planning, purchasing, new product introduction and customer service. Responsible for five non-union employees.
2. Achieved ISO certification on first third-party audit. Led the development and implementation.
3. Implemented AIB (American Institute of Baking) program.
4. Implemented JSA’s for QA lab.
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Early Career
1. November 1997 – October 1998 | MNI3 | Conyers, Georgia
* Logistics Manager | March – October 1998
* Quality Manager, November – March 1998
2. May 1988 – November 1997 | Yamaha Motor Manufacturing Corporation | Newnan, Georgia
* Production Manager | 1994 – 1997
* Quality Assurance Manager | 1991 – 1994
* Quality Assurance Supervisor | 1988 – 1991
Education and Professional Development
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B.A., Business Administration | LaGrange College | LaGrange, Georgia | 2003
1. Delta Mu Delta Honor Society; Alpha Sigma Lambda Honor Society; 3.5 GPA
Professional Development
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1. Foundations of Leadership – Center for Creative Leadership
2. LEAN, TPM, Kaizen Training – Yamaha in Hamamatsu, Japan
3. Managing Your Workforce; Minimize Union Organization – Yamaha Law Group
4. Injection Molding Pro Molder 1 Certification – Paulson Training Programs
5. OSHA Health and Safety Training for Initial Responders – SEA Group
6. Problem Solving and Decision Making – Kepner Tregoe
7. Executive Coaching – Carol Beavers, Ph.D.
Additional Keywords
P&L,SAP, Responsible and accountable for all manufacturing, facilities engineering and maintenance, process engineering, human resources, finance, planning and scheduling, logistics, information systems, and EHS. Team atmosphere working toward common goals and objectives. Oversee all aspects of the production within in the facility. Ensures that all local and federal codes (GMP, J-SOX, C-TPAT, etc.) are upheld and complied with as appropriate for the operations of the facility. Develops, executes, and manages annual budgets utilizing corporate guidance and sales forecasts. Interprets and analyzes statistical data and financial reports, understand and resolve technical difficulties, interface with external customers. FDA, AIB, UN, UL, DOT. Appropriate compliance and operational metrics, trended, and communicated to executive leadership. Collaborates with human resources and quality personnel to manage and resolve personnel issues corrective actions as required. Cross-functional team leadership. Inspirational leadership, teambuilding, analytical problem solving, change management, strategic planning, and goal setting. Strong communication (both written and oral), facilitation, and presentation skills. World Class manufacturing environment, versed in lean tools such as: 5S, 5 Why analysis, Kaizen, Value Stream Mapping, Standard Work, Poka-Yoke, Kanban, Andon, Jikoda, Visual Factory/Metrics, Continuous Flow, S.M.E.D., OEE and TPM, Lateral deployment.
These are words and phrases within my experience and skill set, used here to complete this document.
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