Assisted customers to load materials purchased into vehicles. Stocked merchandise in store. Utilized computer system in purchasing, ordering and receiving items. Greeting customers as they enter the store or calls answering their questions concerning availability, price, and use of merchandise. Built clientele of contractors as their primary source for materials. Provided quotes and materials for decks, boat docks, new construction and house renovations. Developed excel program to assist in small house quotes. Coordinated and supplied materials required in a timely manner. Drawn computer plans for cabinets, docks, shops, pole barns, and homes. Conducted inventory and cycle counts. Worked with difficult and emotional customer situations. Solicited customer feedback to improve service. Assisted partners in a team environment.

Refurbish bass and fishing boats. Replacement of interior decking and carpets. Reworking of consoles, re-wiring of electrical systems and replacement of gauges and controls. Sheet metal work and reworking of aluminum hull. Chemical cleaning of metals and painting where required. Rebuilding of tilt trim mechanisms, trolling motors accompanied with minor engine mechanical and electrical system repairs.

• Received one year award for no recordable incidents by maintaining a safe work place creating a Safety First Culture in the company for the first time of the facility of 6 years.• Set recruitment, appraisal and management processes.• Set and Ensured company goals are met in a timely fashion by efficient and effectiveness of personnel and resources.• Over seen transportation schedules for trucks, verified loading procedures to customer loading charts.• Out sourced trucks and drivers which lead to an annual savings of $72,800.00. • Managed Fleet of 31 semi-trailers and 2 semi tractors. • Wrote accurate profit and loss reports for senior managers. Reconstructed annual budget for facility.• Implemented process changes reducing labor and product expenses.• Measuring and evaluating service levels offered to customers to include personal visits ensuring expectations are met, added revenue, and value to customers. • Reduced Inventory levels from $85,000 to $35,000. Performed monthly inventory counts.• Translate the vision and business strategy into goals and objectives for the facility and individuals.• Utilized paper pulp increasing bale weight resulting in additional revenue of $205,000 annually.• Out sourced maintenance to improve nonexistent maintenance program of manufacturing and ware house equipment to include front loaders with a savings of $31,158.00.

• Managed and coordinated night shift operations and activities in two facilities of 6 Production Supervisors and 170 employees. • Managed safety, quality, housekeeping, planning, and control over all processes. • Responsible for safety procedures, quality, efficiency and productivity, tracking of downtime, engineering issues, maintenance coordination, staffing, and material orders.• Conducted daily reporting to upper echelon management staff to include corporate officers.• Enhanced quality with continual improvement of product that began with a red tag list of 62 to a manageable average number of 5 with improvements of in-line quality from 30% to 80%.• Implemented tracking competencies of subordinates, provided leadership and development to achieve objectives from non-existing system.• Created a strategy and lead and directed all night operations to meet the performance goals of the business. • Directed night shift operations that aided the facility in the first bonus in nearly 2 years. • Reduced Inventory levels from $85,000 to $35,000. Performed monthly inventory counts.

• Exceeded facility expectations with safety Scores over 90%, production exceeding 80% and scrap percentages below 2%.• Led Employees by implementing team building principles that fostered solid team environment that increased productivity from 65% to 78% productivity also requiring no supervision during absence.• Responsible for 5S initiative for multiple facilities that contributed to 20% reduction in downtime and a 15% decrease in equipment setup time. • Initiated data collection and tracking through the use of Excel that enabled management to monitor facility output in terms of production, scrap, and equipment downtime daily. Served as a key information source for 80/20 initiatives and root cause analysis for downtime. • Assumed responsibility for facility calibrations program. Set up Excel program for accurate tracking of calibrated equipment by issuing equipment identifiers. Modified program by initiating repair program, saving over $10,000 in the last four years.• Made repairs to the facility performance reporting Access data program that prevented shift reporting shut down. • Developed continuous improvement process for cost reduction by replacing flexible heating duct with ridged duct work with a short section of flexible ducting at the end connecting the equipment saving the company a minimum of $13,000 dollars a year.• Managed shift maintenance department in equipment overhauls, facility improvements, and scheduled maintenance.• Managed shipping department for loading and unloading trucks. Performed Inventory checks monthly, Printed and shipped UPS orders. Loaded trucks in accordance to truck loading diagrams per product type.

• Utilized Root Cause Analysis to track, evaluate, adjust, improve and initiate countermeasures to meet targets in safety, morale and delivery. • Planned rotation schedules and coordinated manpower. • Utilized lean manufacturing processes and procedures that resulted 4 hour turn around in product shipment which also entailed continuous inventory monitoring. • Conducted Kaizen events. • Conducted Power Point Presentations to Peers and executive upper management of the company. • Drafted production procedures, established support, and tracked equipment deficiencies that increased production and decreased turn over by 20%.• Presented Kaizen project for lift equipment that resulted in an increased safety awareness and eliminating back injuries by 100%.• Conducted value line streaming principles that reduced labor cost on HVAC assembly line by utilizing tact time, process improvement, and labor hours to reduce manning from 18 to 14 personnel maintaining company goals and expectations. • Reduced queue time in New Generation Radiator department by moving component inspections to the end of the paint line.