Gene Minx Email & Phone Number

Crossville, Tennessee, United States

I turned around underperforming production operations for this polymer coated fabric manufacturer, and I have continued to improve and optimize manufacturing output, quality, product consistency, cost controls, corporate culture, employee morale, and profitability.I was assigned additional responsibilities as Plant Supply Chain Manager, ordering $7 million of raw materials annually and reducing raw material costs year-over-year by $1.5 million by locating new vendors and negotiating lower prices. • Led production process standardization that improved yields 6% in six months, achieved a $100,000 monthly material usage variance improvement, and cut customer returns 50%. • Achieved zero lost time accidents or OSHA recordable incidents. • Managed 14 employees and turned average employees/managers into top performers through training, development, coaching, communicating expectations, and establishing a winning culture. • Implemented strict inventory control measures that lowered inventory values to around 15%. • Surpassed goals by anticipating market demands and controlling production scheduling and labor/overtime costs. • Responsible for daily production transactions in PRMS (AS/400).

I was promoted into this production leadership role for this photopolymer printing plate manufacturer and I exceeded expectations by leading/managing 59 employees, optimizing operations, and increasing yield/productivity. • Increased yields 10% including one extrusion line that expanded from 52% to 82% yield in 8 months. • Achieved a $4.5 million (MUV) annual turn around in bottom-line performance. • Produced yield improvements that resulted in substantial labor cost savings of 50% with production time being reduced from 3 shifts 5 days a week to 2 shifts 3 days a week. • Increased productivity 10% with faster startups and a reduced production line change over time. • Lowered customer returns from 4% to .5% by refocusing production staff on product quality. • Reduced inventory by $2 million by working collaboratively with the sales team by implementing changes to the sales forecasting process that eliminated excess/unsold inventory. • Improved teamwork by facilitating daily production meetings, encouraging feedback, and communicating goals.

I managed a team of 12 employees and was responsible for production scheduling, quality control, raw material ordering, and inventory management. • Implemented improvements that reduced staff by 6 employees and eliminated the need for a second shift while simultaneously producing 2.5 times more than other operators. • Ordered raw materials and reduced packaging costs by $60,000 per year.