Responsible for the management and operations of cutting, sewing, warehousing and distribution operations supporting Neilson Bainbridge Group, Plantation Patterns Division in the US. This position has management responsibility for all overhead costs, facilities maintenance, safety, operational efficiency and strategic planning related to capacities, processes and deployment of operational resources. Works alongside the SR VP Operations – Neilson Bainbridge Group, COO - Plantation Patterns, VP Product Development/Engineering - Plantation Patterns and VP Sales and Marketing – Plantation Patterns to maintain a stable, efficient, operational platform that allows Plantation Patterns to competitively support the growth and ever changing service requirements of Plantation Patterns’ retail partners. The position also has direct reporting responsibilities over key management personnel including the Director of Operations, Selma Cut and Sew Plant, Warehouse and Logistics Manager, Calera Plant, as well as maintenance and safety of all facilities, including the Birmingham, AL corporate office. In addition, this position will have indirect and coordinating responsibilities over Plant Human Resources and Quality Assurance, through interaction with Neilson Bainbridge Group Human Resources and the VP of Product Development and Engineering – Plantation PatternsKey responsibilities consist of:• Strategic planning of all operational capacities• Managing operational costs, resources and operational efficiency• Develop and enhance operational reporting and key process indicators• Develop and strengthen operational management and leadership• Manage operational exceptions, operational non-conformance and lead other strategic projects

Responsibilities include directing the operations of a cut and sew manufacturing facility, consisting of up to nine direct report management and supervision and up to 350 direct and indirect labor employees, that produces outdoor cushions, pillows and umbrellas.• Responsible for improving direct labor efficiency, after one year, by 10 percentage points from the previous year, resulting in a bottom line yearly savings of over $300,000. After 2nd year improved direct labor efficiency by an additional 6.3% resulting in an additional bottom line yearly savings of $434,657.• Responsible for reducing overtime expenses, after one year, by over 50 % from the previous year resulting in a bottom line savings of over $250,000. After 2nd year reduced overtime expenses by an additional $134,000.• Deliberately enforcing lax adherence to existing policies and procedures throughout the facility to instill missing discipline.• Mentors and coaches a staff of up to nine direct report managers and supervisors to improve their, skills and performance, as well as bolstering the plant culture.• Able to encourage and create an environment that permeates throughout the plant that exudes a “can do”, continuous improvement, teamwork environment.

As a professionally trained and certified Lean Six Sigma Black Belt, I have the skills necessary to involve teams in learning; applying, analyzing and making Lean disciplines a regular part of the operating philosophy of an organization. My goal is to build an organization's core Lean competencies, including senior leadership, top and middle managers, as well as front-line employees.I also have the skills to educate, train and provide Belt certification for the employees in an organization in order for them to develop and implement Lean Six Sigma projects. Wouldn’t it be nice that in a matter of a few years, all the employees in the organization were trained in varying levels of Lean disciplines and Six Sigma methodology? The organization could have Green and Yellow belt certified leadership, top and middle managers as well as front-line employees scattered throughout the organization. Standard Operating Procedures and daily decisions would be based on their gained knowledge of how a lean organization should operate. This would create a core of teachers among the organization's staff to help sustain the gains. The organization would develop a culture that includes a renewable source of success within the organization.At Bagley Consulting, we believe the real key to profitability and growth is through the development and implementation of smooth, efficient processes. We work with clients to eliminate waste (time, money, materials, etc.), increase throughput and improve overall operations management.

Professionally certified to train and lead Black Belt Level Lean Six Sigma process improvement implementations in your organization. Implemented projects in healthcare environments generating in excess of $1.25M annual savings to date.Professionally certified to train basic simplified Statistical Process Control (SPC) methods in order to help you quickly organize and analyze your data for proper decision making. Specializing in Value Stream Management for Lean Healthcare utilizing the Assess, Diagnose, Treat and Prevent methodology of training and applying “just-in-time” implementations on “real-time” projects utilizing major lean tools in order for you to identify and eliminate the 8 deadly wastes that are preventing you from providing improved quality and patient satisfaction while at the same time lowering your overall cost.Our lean six sigma training processes transform your hospital into a healthy work environment where employees feel valued, have better task management, and invest time and energy in their work.Your healthcare organization faces complex challenges: rising costs… wasted resources… reimbursement cuts… uninsured patients.Power 2 Transform has earned a reputation as a catalyst for healthcare excellence by developing healthcare leaders who create a culture where employees operate at their full creative powers ensuring the highest levels of patient safety and satisfaction.Whether you’re an HR manager, director, administrator or executive, you can take advantage of our customized leader development, process improvement and training workshops to:• Develop effective frontline and executive leaders. • Increase employee morale and retention. • Accelerate patient throughput and flow. • Eliminate waste and reduce costs. • Build accountability at all levels. • Improve patient satisfaction.

Directed all aspects of the Outdoor product development department. Managed full package sourcing of new product development from concept design to delivery at distribution centers as well as maintained detailed, up to date product specification packages.• Created and implemented strategies that reduced new product development cycle time by 20% and reduced new product specification package errors by 39%.• Direct liaison for Outdoors, International Sourcing, Russell Hong Kong, Russell Pakistan and Epex in Jordan. Combined staffs of approximately 25 employees.• Maintained detailed product specification packages for 500+ carryover styles per year.• Directed the development and implementation of written departmental standard operating procedures.

Professionally trained and certified to conduct black belt level Six Sigma/Lean Manufacturing projects corporate wide. Black Belt responsibilities included implementing and running projects utilizing the d.M.A.I.C methodology of data driven process improvement. • Coordinated, implemented and monitored Six Sigma projects covering one or more of the define, measure, analyze, improve and control phases; implemented projects generating in excess of $665K annual savings to date. • Provided the education, training and overall direction to 20 cross functional project teams in order for successful implementation of Black Belt level projects• One of twenty candidates selected corporate wide (15,000 employees) to be trained as a Black Belt because of previously demonstrated accomplishments and abilities.

Directed all aspects of the technical garment development department including CAD pattern making and product specification package maintenance.• Directed the development of on average 50 new garment styles per year including generation and maintenance of CAD patterns.• Implemented corporate wide new product specification software package including training, implementation and maintenance of 45 cross functional employees and work stations.• Initiated and implementing cost saving projects generating $767K annual savings as an active participant on the Russell Corporate Supply Chain Leadership Team.

Over 22 years, including ten years of executive experience in multiple capacities directing all aspects of a vertically integrated apparel manufacturing division including hiring a motivated, and committed team of up to 3,200 employees with annual operating budgets of up to $401MM consisting of fabric finishing, automated cutting /sewing and final assembly sewing.General Manager, Jerzees DomesticGeneral Manager, CentralGeneral Manager, Local and TeamwearGeneral Manager, NorthernDirector, TeamwearPlant Manager, High Tech PlantAssistant Plant Manager, Plant #9Department Manager, Plant #9Department Manager, Plant #1Assistant Department Manager, Plant #1Apparel Manufacturing Trainee, Plant #1