Overall responsible for inventories in 2 MFG plants, 1 Service company. Forecasting using industry standard metrics & measurements. Ensure items are properly set up in operating system, buys, makes, make to order, make to stock, reorder quantities, order quantity multiples, mins, max, safety stock levels, all based on forecasted consumption and historical data and total lead time from sourcing through processing time at the plant level. Providing Director of supply chain, VP of divisions, & CEO multiple reports from DIO (days in inventory outstanding) to inventory working capital and inventory reserve. Chair monthly inventory & supply chain meetings, and corporate S&OP (Sales & Operations Planning) meeting. Report directly to Vice President.

Managed domestic & international Gas Lift Internal Customers

oversee plant loads and capacities, ensure plant is level loaded, review routings, commit to delivery date of incoming orders based on current load, capacity and component availability, work with purchasing to ensure component deliveries dates are acceptable to meet production schedule, schedule 3rd party inspectors based on customers requirements, release work center schedule to production, run reports to identify deficiencies within production schedule, modify and adjust schedules based on unexpected customer request, report directly to the general manager

* Assist Plant Manager with day to day production* Established priority for production* Day to day operations* oversee Shipping & receiving* Inventory control*quality control

* Assist Plant Manager with day to day production* Established a scheduling department to manage work flow thru production shop floor using capacities and loads* Created reporting to record efficiencies based on standards* Created Org Chart and pay scales for all positions within company to ensure fairness and to be competitive with other organizations.* Managed Scheduling, Purchasing, Production, and Shipping* Brought Jar production from 8 units every 5 weeks to 17 every 4 weeks* Increased production employees 50% by recruiting tools and out sourcing

*P&L*Five direct office reports*18 Production employees*Established and executed daily operations of shipping, receiving, inventory, maintenance, and customer service*Implemented weekly dashboard indicator for all manufactured goods to improve information flow to all Department heads

*Manage department of 5 direct reports*Identify and create the process in which product flows through the production floor*Create production schedule for over 50 work centers and 120 employees*Reduced raw good inventory by 15% and finish goods by 25%*Improved on time deliveries from 45% to 95%*Reduced lead times from 6 months to 2 weeks and some in stock ready to ship *increased monthly shipping by 45%

Vinyl & Glass Manager – September 2004 – 2006*P&L *associate training *Scrap reduction*4 direct reports*Quality control*Maintain SOP*5 S *Lean*Inventory control

*Development of new customers*Assist existing customers with project oriented work*Company Liaison (increased sales by 32% in 2003)

*P&L*Reduced inventories by 40%*Five direct office reports*Five direct floor reports*Total non union associates 110*Established and executed daily operations of shipping, receiving, inventory, maintenance, and customer service*Vendor negotiations (savings in 2003 exceeded 25%)*Incorporated unified information flow for office personnel, improving flow of information to sales force and customers *Implemented new Quality Control procedures*Implemented new order entry process to improve accuracy of all customer orders from 96% to 99.9%*Designed and implemented vinyl windows order forms to mistake proof sales and customer orders*Designed first class product catalog for manufactured goods as a sales tool to assist contractors and sales force.*Implemented weekly dashboard indicator for all manufactured goods to improve information flow to all Department heads, associates and sales force *Reported directly to Principals*Authored and introduced Manufacturing Manual for all processes and procedures to ensure proper and timely training of new associates and also to measure improvements within manufacturing process.*Implemented an inventory control system to increase turn over from three or four times a year to a company all time high of ten to fifteen times a year.*Implemented an organized internal locating system of completed window, door and counter top orders to improve shipping departments’ ability to locate and ship complete orders.