Customer Service Manager

WILTON (DICK) PRYOR

***Lamshire Court, Kernersville, NC, 27284 * 336-***-**** * *******@*****.***

SUMMARY

Over twenty + years of leadership, team building and problem solving skills, with a passion for driving continuous improvement in manufacturing using lean and six sigma approach.

Experience plant manager with a proven record of accomplishments.

Ability to deliver on costs commitments.

Proven ability to implement business model solutions.

Injury free safety performance record.

Customer “first attitude” with results.

Exceeded budget cost reduction commitments 13+ plus years utilizing best business practices, lean and

six sigma principles.

Establish strict cost-reduction efforts during plant turn-around operation.

Direct-line manager reports include finance, quality, engineering, human resources distribution and

customer service.

Negotiated contracts with both Teamster and IUE unions.

Staff members promoted upward within company under my tutelage.

PROFESSIONAL EXPERIENCE

JOHNSON CONTROLS INC. 1995-2011

Plant Manager, Middletown, DE (2011-Aug-11)

Responsible for manufacturing and distribution of over 6.5+ million lead-acid batteries to hundreds of customers and locations in the northeast. Selected by management to lead the transition of the facility from a fully integrated plant to assembly only. Build a new management team with a focus on integrity, trust, communication and transparency.

Established a “customer first” attitude achieving 99%+ on-time customer delivery performance.

Gold status safety performance- Zero injuries.

Record battery production per line shift average of 1160 or 29% improvement over prior year.

Plant achieved budgeted operational cost commitments.

High performance work teams achieved planned results.

Plant Manager, Winston-Salem, NC (2000-2011)

Responsible for manufacturing of over 10 million lead-acid batteries to JCI distribution centers located throughout North America. Plant successfully executed business model transition from fully integrated to battery assembly manufacturing in FY-08. Company invested 34 million in capital in FY-08 to create the southeast manufacturing and distribution operations based on plant year over year performance improvements. Achieved top tier performance ratings and business results that realized significant capital investment in FY08 for facility. Plant had outstanding year over year improvements in all key performance metrics.

Established a “customer first” attitude achieving an 88% improvement in internal quality metrics,

correlating to a 75% reduction in 0-12 month warranty indicators. Reduced cost-of-quality costs by 1.17

per unit over the 70+ million units produced.

Reduced operation manufacturing costs by 300% from 8.25 per unit to 5.77 per unit (net inflation) over

70+ million units produced.

Exceeded budget cost reduction commitments 10+ plus years utilizing best business practices, lean and

six sigma principles.

Executed 34m capital project in 2008 and increased capacity by 38% with transparency to customers

and organization.

Resized and retrained 80% of the workforce in 2008 during plant transition to manufacturing only operations.

Improved labor productivity by 118% from 6 batteries per person hour to 13.06 batteries per person hour.

Developed and trained staff members that were promoted under my leadership to the following positions

within the company- (3) plant manager’s, divisional controller and divisional production control manager.

Plant achieved GOLD performance TRC injury rate 9 years and < .02 worker’s compensation costs per hour during

the timeframe. In FY06-07, plant achieved best performance by working 662 days injury free and 9+ years

"no lost time" injury. Plant worked over 900,000+ person hours per year during the timeframe.

Plant achieved Most Improved divisional award.

Established a monthly safety communication newspaper that is the divisional benchmark.

Successfully negotiated (3) union contracts with transparency to customers and organization.

Continuous improvement projects resulting in the reduction of 344 direct and indirect

labor positions within the facility and improved productivity by 75%.

Marked improvements in customer service including a plant best 99.8% traditional order fill level in FY’10.

Successfully launched the powerframe grid technology in facility, which is the GOLD standard for

battery technology benchmark.

Restructured incentive pay rates to reward benchmark performance. Year over year direct labor costs

were reduced by $0.08 per unit, or $500,000.00 annualized.

Corrected balance sheet by establishing strict spending controls in variable costs and reductions in

fixed costs.

Partnered with United way, Second Harvest Food Bank and Petree Elementary School to support

community philanthropic initiatives. Member of local and state business chambers.

Plant Manager, Geneva, IL (1998-2000)

Responsible for manufacturing and distribution of over 5.5 million lead-acid batteries to hundreds of customer’s location throughout Midwest. Accountable for all aspects of plant operations including all Key Performance Indicators

Successfully exceeded all performance metrics and promoted to JCI second largest battery facility.

Exceeded budgeted manufacturing conversion costs 2+ years.

Recognized in JCI, Power Solutions Division as the N. American leader in safety performance reducing

work place injuries.

Reestablished plant performance to top tier status for safety, quality, customer service, costs and productivity.

Successfully executed 11m capital to increase manufacturing capacity by 20% to support new business.

Reestablished operational disciplines and reduced internal quality costs by 50%.

Developed and promoted (3) managers to staff level positions within Johnson Controls.

Board member of Fox Valley Industrial Chamber.

Plant Superintendent, Milwaukee, WI (1995-1998)

Operational responsibility for three-second level managers, 9 first-level production supervisors and maintenance supervisors and over 350 hourly associates.

FY-96 profits improved from (500k) loss previous year to 13M+ profits and plant achieved MOST

IMPROVEMENT AWARD for year over year performance.

* Improved on-time customer delivery from (4) months backlog in FY-95 to less than (3) days from order

date.

* Daily battery throughput improved from 2800 per day to 3800 per day or 36% output.

* Internal scrap reduced by 50%.

*Incentive rates restructured to achieve and reward benchmark performance.

*Plant received best quality days divisional project award for reducing past lump shorts quality defects

by 85%

EDUCATION

BA, Business Administration- Management, Western Illinois University, Macomb, IL

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