DIRECTOR OF OPERATIONS/ VP OPERATIONS
Results-oriented management professional with a documented record of achievement driving long- and short-term strategic planning, generating profitability, process, and quality improvements, and increasing efficiency of operations. Solid qualifications in budget preparation and control, marketing research and analysis, and new business development planning. Active participant in developing long-term strategy, including cost forecasts, capital purchases, schedules, and implementation. Excellent presentation, organizational, and consensus building skills. Motivational, “lead by example” management style with focus on respect, integrity, equitability, and trust.
Core competencies:
Team Building, Mentoring, & Leadership
P&L, Budgeting & Operations Management
Multi-Location Management
Strategic Planning & Implementation Continuous Improvement and TQM
IT Planning and implementation
Inventory and Distribution
New Facility Construction and Layout
PROFESSIONAL EXPERIENCE
CONSTRUCTION MANAGER
Responsibilities include scheduling and managing subcontractors and material deliveries, vendor relations, bid proposals from architectural drawings, cost containment and purchasing. Project management of construction process. Worked closely with clients to achieve high customer satisfaction.
DIRECTOR/OPERATIONS MANAGER (1997-2002) $700 million company
Promoted to direct and coordinate all facets of day-to-day and long-term operations. Held full financial management and budgetary responsibility for $20 million operating budget. Headed all human resources, quality assurance and safety functions; supervised team of 3 managers. Reported directly to senior vice president of manufacturing.
Challenged to turnaround facilities to reduce costs, boost efficiency, strengthen productivity, decrease waste, and improve customer satisfaction. At SVP’s request, spent 9 months focused on Salt Lake City facility evaluating department processes and capital equipment needs, developing production reporting processes, improving cycle times and preventative maintenance, and training employees in behavior safety training and process improvement techniques. Implemented prevention program for company owned vehicles.
Selected Results:
Overhauled and reorganized 3 facilities, achieving consolidation into a single location 6 months ahead of schedule and $1.2 million under budget. Sustained top levels of service and quality throughout transition.
Produced, over 5-year period, a 45% reduction in costs per unit, 45% improvement in efficiency, and up to 8.7% reduction in waste.
Cut cycle time for shipping from 7 to 1 day and reduced cycle time for reorders from 4 to 2 weeks.
Boosted customer satisfaction rate 6%, consistently delivering service levels over 98%.
Increased inventory turns 91% from 8 to 15.3 times.
Elevated warehouse efficiency 83% over 3-year period.
Reduced waste 5%, slashed equipment downtime 7%, and maintained consistent 95% service levels at Salt Lake City facility.
ZONE OPERATIONS MANAGER (1994-1997)
Advanced to manage 3 geographically diverse facilities located in Missouri, Utah, and Washington. Provided leadership and direction for 3 plant managers and reported personally to senior vice president. Managed $25 million operational budget and held dotted-line accountability for inventory control, pre-press, and regional maintenance.
Selected Results:
Spearheaded new employee incentive program. Designed program to reward performance based on stretch goals established by team members and approved by corporate leadership. Results were improvements in customer service and satisfaction, waste reduction and improved morale.
Saved over $4,000 monthly by analyzing freight costs associated with product usage and determining/implementing best location to produce and ship.
Decreased production costs 12% following completion of research (end-user surveys, vendor material reformulation, equipment manufacturer evaluation) on a major product design change resulting in purchase of new equipment to better meet customer needs.
PLANT MANAGER (1990-1994)
Oversaw operations of building complex housing 2 business units. Managed P&L, quality, safety, customer service, and service accountability. Reported to district operations manager. Tasked with driving cost savings concurrent with improvements to service levels, profits, efficiency, and quality. Participated in major presentations to customers.
Selected Results:
• Strengthened service levels 15% by establishing principles of ownership and accountability among staff.
• Accelerated gross operating profit from 42% to 56% while concurrently increasing efficiency 25%.
• Improved lost time accidents over 100% through educating employees in proper lifting techniques, prevention awareness. Implemented employee safety committee to monitor, evaluate and recommend ideas to improve overall safety in plant.
• Won 3 “Winner’s Circle” awards over 3 consecutive years for achievement as best plant in quality, service and profitability measures.
• Generated improvement in quality ratings to 98.8% from initial 97.2%.
• Rectified employee problems through close interaction with sales management; played key role in generating 15% sales increase over 3 years.
MANAGER – VARIOUS FACILITIES (1981-1990)
EDUCATION & CREDENTIALS
B.S., PRODUCTION MANAGEMENT, 1980
Eastern Illinois University – Charleston, Illinois
Professional Development
4L Leadership, Seven Habits, Coaching for Success, Acclivus, Sales Negotiating,
Deming Principles and Continuous Improvement, and Six-Sigma
Technical Skills
MS Word, Excel, Project, Lotus Notes, PowerPoint, PeopleSoft |
