Quality Assurance Manager
Resume:
Carmel, IN *****
*************@***.***
René C. Santos
Professional
Experience
(2011-present) Santos Enterprises LLC
Owner/GM Carmel, IN
Owner and general manager of successful business in Indianapolis, IN (Cold Stone Creamery.
(2008-2011) idX Corporation
Plant Manager Jeffersonville, IN
Responsible for the managing the operation of a manufacturing plant that services the retail and commercial fixture business. This includes both external and internal customers. Responsible for a major new plant growth and startup.
• Managed the new plant startup which includes a 100% growth in new millwork capacity as well as new press lamination capabilities. This includes new CNC systems as well as major panel processing and lamination systems.
• Was responsible for new equipment startup and development of preventive maintenance systems to upkeep new machinery.
• Sourced and negotiated raw material requirements.
• Responsible for all hiring and training.
• Led the effort on developing new technologies to match customer needs. This includes new manufacturing capabilities, programming capabilities, and optimization.
• Managed new accounts.
• Developed costing and pricing standards for panel products.
• My contract is ending soon.
(2007-2008) Bilet Products Co. Inc.
Plant Manager Sherwood, OR
Responsible for all aspects of a millwork and pallet business for 2 plant operations. I was intimately responsible for all manufacturing, engineering, quality assurance, material control, logistics, HR, facility administration, purchasing, capital improvements, and engineering
• Involved in lumber grade purchase and selection, as well as developing remanufacturing criterion for different grades.
• Improved ROS, ROI, and all other profit measurements, despite decreased sales through increased output and efficiencies.
• Responsible for all HR functions in an 85 employee business, including all hiring and terminations. Responsible for decreasing lead times from an average of 6 days to 3 days lead times.
• Decreased average delivery lead times from 6 to 3 days.
• Led the startup and expansion of a new plant. Managed the real estate acquisition, machinery assembly, regulatory negotiations, hiring, and startup of our new pallet recycling and specialty operations.
(2003-2007) Roseburg Forest Products
Plant Manager Roseburg Oregon
Responsible for managing all operations in Melamine Plant composing of major manufacturing of thermofused melamine and shelving components. Also responsible for shipping and logistics for Particleboard complex. P&L responsibility for $70MM business.
• Increased overall productivity (as defined by MSF/man-hour by 22%) within 2 years.
• Reduced headcount by 10% in manufacturing and 33% in shipping.
• Reduced variable cost by 25% through efficiency improvements and waste reductions.
• Instrumental in achieving record earnings.
• Successfully implemented Warehouse Inventory System, JD Edwards Info System and Sychrono MRP system in a very complex environment.
• Decreased raw material waste by $50K/month.
(1999-2003) Panolam Industries International (Panolam.com)
I was the turn-around artist in the company. Waste cutting, morale boosting, and bottleneck elimination, and customer satisfaction were my specialties.
General Manager Auburn, ME
Responsible for managing all operations in 3 manufacturing plants/businesses composing of industrial products (Pionite) TFM (Resopreg), and chemicals (Specialty Resins). Directed the effort of 540 employees. Responsibilities include all of manufacturing, engineering, quality assurance, material control, shipping, R&D, HR, facility administration, purchasing, and capital improvements. Absolute P&L responsibility for $200MM business.
• Increased earnings in the face of tough economic conditions.
• Decreased waste/increased material utilization by >$100K/month.
• Saved $20K/month by increasing by-products recycling from 20% to 88%.
• Introduced continuous improvement concepts. Established cross-functional teams dedicated on improving specific facets in the operations.
• Functionally re-organized operations, cutting fat in the organization, while respond swiftly to customer needs. Combined several departments.
• Provided leadership to sales associates in developing new business and maintaining customer satisfaction.
• Decreased employee headcount and other fixed costs by 25%.
• Led our successful effort in ISO 9001 certification.
• Introduced a multitude of new product niches in the market to maintain strong earnings.
Plant Manager Albany, OR
Responsible for managing all operations in a growing 120-member decorative paper melamine coating and chemical plant. Responsibilities include all of manufacturing, quality assurance, material control, shipping, R&D, HR, facility administration, purchasing, and capital improvements. P&L responsibility for $50MM business.
• Reduced waste by >50%, thus adding $30K/month into our bottom line.
• Increased earnings by 40% during a down market.
• Functionally re-organized operations, cutting fat in the organization while respond swiftly to customer needs. Eliminated duplications.
• Assisted in sales effort. Instrumental in increasing sales by 10% during a down market.
• Provided leadership to sales associates in maintaining customer satisfaction and increasing sales.
Distribution Manager (special assignment) Rancho Cucamonga, CA and Elkhart, IN
Fixed and re-organized a dysfunctional company owned distribution centers into a functional, cohesive, and effective organization.
(1997-1999) Akzo Nobel
Plant Manager Columbia, SC
Responsible for managing all operations in a growing 120-member decorative paper coating and chemical plant. Responsibilities include all of manufacturing, quality assurance, material control, shipping, R&D, HR, facility administration, and capital improvements.
• Successfully led growth effort involving $21MM in capital investments, 400% growth in sales, and 200 % growth in employee population.
• Turned around business to sustained profitability within 1 year, through major improvements in efficiencies, purchasing, and organizational re-structuring.
• Increased total production from 144MM square feet to 480MM square feet.
• Led manufacturing and technical efforts in new product – thermofused melamine. This product is now 75% of gross sales.
• Spearheaded implementation of a variety of safety programs. Akzo Nobel recognized plant for its turnaround in safety performance. No lost time incidents during the last 2 years.
Education
• MBA, University of Phoenix
• BS Marine Engineering, U.S. Merchant Marine Academy, Elective Concentration: Nuclear Engineering.
Awards
• Indiana License Property and Casualty, Health and Life Insurance
• LICENSE: USCG 3rd Asst. Engineer of Steam or Motor Vessels, Unlimited Horsepower.
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