Jim Miller Email & Phone Number

Lansdale Pa

Contracted as Operations Manager to do a turnaround of a wax manufacturing facility.-Increased output with same people by 100%. Reversed years of ever worse performance.-Financial performance up 80%-Improved floor culture -Strong safety focus including strict adherence to required PPE-Changed out 60% of team.-Dramatically improved two unit operations reliability and output

Richmond Virginia

Metal Marking for Aviation/ Automotive (Ex: VIN). Company was in process of establishing a physical presence in the US. -Led the further establishment of a presence in the US for UK company.-Agreesive sales/ order budgeted increase was behind budget when I arrived and well ahead when my contract was up.-Established ISO system for site.-OTD when from below 70% to above 90%-Established replenishment system for US from UK-Responsible for trade show prep and logistics.

Richmond Va

Plant Manager for a 550 person union Bakery and DC. Cost center with what would be $800 million in revenue. 250 million pounds of a wide variety products. Responsibilities included Safety, Maintenance Lean, CI, Operations, shipping, finances, engineering, GMP, FDA and quality.• • Developed strategic plan/vision, objectives with all people tied to SMART goals and KPIs.• TIR rate (Recordables) dropped from 1.47 to 0.37 in one year by heavy focus of culture, behavior base training and teaching safety triangle and Bradley curve.• Reorganized business around platforms from dispersed functional groups to multifunctional platform which worked/ sat together around focus product mix and responsible for all KPI’s.• Achieved year on year cost savings of $8 million.• Drove Lean, TPM IL6S implementation including. Established daily meeting structure (DMS) from operator to operator through plant leadership and linkage, Deeper and data based RCAs, TPM, CI focus on weekly DMS, CpM improvement, etc.

Philadelphia

Full P&L, revenue, operational, environment and safety responsibility for this multiplant, $26 M EBITDA division. Manage 9 bio-solids recycling plant across the USA from New England to Hawaii. Established structure, common vision, continuous improvement attitude and approach to an organization that lacked structure and procedures. • • Promoted to Director of Dryer from Plant Manager after 6 months of improvements.• Three straight years of seven figure reductions in operating expenses. • Established an operating vision for each site with monthly reporting to objectives and KPI’s.• Installed a Continuous Improvement culture including Lean tools. (KPI's, visual workplace, 5S, Gemba walks, data based decisions, monthly reporting, sharing of best practices, performance mgmt, Ishakawas.).• Improved customer focus and relations, customer changed the rating of us from a “C” to an “A” • Led operational efforts that saved the business at one site where the company assumed it was lost. Customer recommitted and signed a $45M extension.• Implemented and focused on the use of CMMS system, equipment reliability, FO (Forced Outage), PM, PdM. This yielded higher OEE’s, in some cases 30 % higher.• Implemented behavior based safety system that has resulted in a downward TRR and TIR trends. • Installed a rigid environmental compliance led to a reduction of NOVs to 0. • Technologies include centrifuging, rotary air dryers, screw dryers, digestion, tray dryers, etc.

Reading Pa

Leading a $200 million, 178 person lead acid battery recycling facility. After several years of decreasing performance the plant has turnaround and the following improvements have been achieved• • Executed a turnaround that lifted the production from the worst of 5 plants to the highest.• Introduced and developed a strategic plan that addresses the EHS, operations and community involvement. • Achieved 8 figure improvement to the bottom line, grew sales significantly• Reduced costs by 15%. $7 Million year to year reduction.• After 5 years of ever decreasing output, the output went up 20+% and at record levels. • Drove environmental exceedances are down 90%.• Introduced lean concepts, TPS, MP2 (CMMS), Safety 24/7 (Behavior based safety).• Managed environmental clean-up at a second site in Baton Rouge.• Improved Plastics, a separate operation, profitability by over $1 million

Complete P&L responsibility for the Space and Defense Division in Cockeysville MD. This $35 M division makes "hi tech" Lithium Ion battery systems for defense and space markets. • • Introduced and developed a strategic plan, shortened lead-times significantly (50%), introduced Program Management discipline, grew scope of products, introduced widespread and serious metrics, lowered OSHA recordables by 45%, upgraded the talent and expanded skill sets.• Created a strategic plan that led to a sales growth of 30% and an increased customer base.• Increased EBITDA by $2.0+ million (from less than 5% to over 10% of sales).• Led efforts for project management, R&D, engineering, product development, financials, HR, operations, supply chain management, field service, planning, proposals, contracts, etc.• Developed new industry leading products including SuperPhoshate, Power Control Module and Ultra High Power cells (Highest power cells in the world).• Reduced turnover from over 25% to less than 5% by creating an environment that valued the employee resulting in tremendous improvement in morale.• Lowered production costs on highest volume product by 50%.Program Manager (2006) • Collaborated in the development of winning proposal and managed the FCS (Future Combat Systems) program resulting in $6.7 million in sales. • Managed Saft’s largest program ($10 million/year) and significantly improved profitability. Won the customers highest performance award four years in a row. Won $40 million in contracts.

Owner of a business that source battery product, consulted and imported batteries

Full P&L responsibility, including operations and sales and marketing, for a $28 million industrial rubber division.• Developed strategic plan that reversed an eight-year slide in OI, cash flow and sales. Achieved $3 million improvement at the bottom line within 2.5 years and generated $8 million in cash in three years.• Implemented Lean system that reversed a 6 % loss into a 5 % positive operating income, decreased lead-times by more than 50%, achieved a 45% drop in inventory, a 40% drop in return credits, a 33% reduction in DSO’s and a 20% productivity gain.• Developed a sales and marketing plan that led to a 20% gain in sales and 17% gain in market share. • Through use of performance management, training, insistence on strict standards and metrics, coordinated a common vision which allowed the team to achieve the high level of accomplishments stated above. • Established a stand-alone division after numerous years of centralized corporate services. Established accounts receivables, accounts payables, purchasing, benefits administration and sales functions..

Full P&L responsibility, including sales and marketing, for an $80 million, multi-site business in the portable battery market. • Led 1400 person division to profitability after a history of seven figure losses. • Implemented Lean Manufacturing in the cell plant driving significant improvement, e.g., efficiency increased by 25 percentage points, scrap reduced by 75%, customer returns reduced by 50%, and on-time delivery improved 15 percentage points. • Restructured business, eliminating a large unprofitable segment of the business (25%).• Established a strong vision/strategic plan, restructured and reinvented numerous activities to bring this vision into focus. Transformed team into a well-focused, spirited, high performance team.• Implemented a dramatic restructuring of sales organization that focused the team, stressed markets, emphasized margin, demanded accountability and reporting. New project rate improved by 300% in eight months. • Greatly improved speed to market for the growth product lines. Consumer products went from a lead-time of three days at 80% OTD to less than one day at 95% OTD.

P&L responsibility for $23 million/year ISO 9001 unionized plant. Responsibilities grew to include corporate wide responsibilities for environment, facility responsibility, and an additional $50 M manufacturing operation. Achieved seven-figure profits during my leadership after 21 years of seven figures losses.Implemented a strategy to achieve "rapid and continuous improvement" via a number of modern manufacturing techniques including JIT, TPM, and Lean. This drove improvements including reduced in-house scrap by 65%, reduced cycle time by 70%, inventory reduced by 60% and increased productivity by 45%. Transformed an under-performing team into a focused team that competed successfully with Asian competitors. Reduced costs to our major in-house customer, who was 70% of the business, by 9%/ yr. Led an additional $50 million assembly operation the last year and improved on time delivery from 75% to 95%, reduced backlog from $2 million to $200K and solved several 1+ year old quality problems.

Led new business/market development for Electric Vehicle activity in the USA. Interfaced with Big 3. Developed business plan (addressing technical, financial and marketing tasks) for a hybrid market, which had not previously been addressed and identified potential of $10+ million in new business. Grew market share in the electric bus market from 0% to 15% resulting in a seven-figure business.Initiated a successful PR campaign, generating more that 50 publication and press releases that greatly increased the awareness of Saft.

Led operations of $40 million dollar, 400-person business. Successfully turned around the business unit from a perennial loser to a profitable world competitor. Top ten winner for Saft Worldwide in 1993 (company's most prestigious award).Introduced JIT manufacturing, kanbans, demand flow manufacturing and manufacturing teams which reduced flow time in the factory by 75%, cut labor hours by over 50%, reduced scrap by 70%, reduced non contractual inventory by 70%, and doubled output in four years.Achieved over $1.5 million in positive purchase price variance in three years.Was key in writing TRP proposal that Saft received a multimillion-dollar award to develop Lithium Ion.

Increased production of our most important product by nearly 100% in three months while reducing headcount.Introduced basic process controls that resulted in significant increases in quality and control of the manufacturing process including an increase of efficiency of 75% in four months.