James Simmons Email and Phone Number

Assistant Plant Manager, Guntert and Zimmerman Construction Division Inc.,www.guntert.com, Ripon, CA, 2011 to 2016. Worked through inefficiencies, broken policies and multiple silos, withmultiple priorities. Establishing consistent controls and scheduling programenabling the company to focus on a common goal to achieve through acohesive relationship. Introduced quality control program throughout each department, reducederrors maintaining a zero error result to customers while increasing eachdepartment’s performance and reliability. Skill sets were held to each silo in the company, created cross training matrixto grow over 100 employee’s knowledge and value to the company manyemployees can work in any department successfully. Consistently adopted failing projects taking accountability and producessuccessful outcomes, retaining customer’s expectations and schedules.Layout Supervisor, Guntert and Zimmerman Construction Division Inc.,June 2008 to 2011. Departments unorganized build orders disrupted flow and createdbottlenecks throughout a production run, developed constraint logic (TOC)build orders to break down each assembly into manageable sizes thatincreased the overall flow of production. Job processing had additional functions that were not value adding to theproduct, through evaluating employees performance and the value theirfunctions in the process, provided additional training and cost reduction.Production Assistant, Guntert and Zimmerman Construction Division Inc.,June 2006 to 2008. Transformed long tedious drawing and design reviews tasks in to simplerepeatable solutions with broken down goals, which improved process timesin the department from one week to one day. Department was missing improvement, introduced and lead Kaizen eventstreamlining the departments organization and making all information easilyaccessible to all other departments.