Manage day to day operations of 5 warehouse's. Managing in bound and out bound products for a variety of customers.

Yarn and Non-Woven PlantsI simultaneously managed two Textile plants manufacturing Fire Retardant yarns and non-woven thermal barriers. I was responsible for over 200 associates including Quality, Safety, Productivity and Maintenance of the two plants. The Yarn Plant included Opening through Twisting and had two types of spinning, Zinser Ring Spinning and Murata Air Jet Spinning. All yarns were plied and used internally in the weaving plant. The non-woven plant had a 5.5 meter non-woven needle loom and 8 quilting machines, all of which I oversaw daily. Upon acquiring this position, I increased overall plant productivity by 35% and lowered OFF quality by 2% within the first year. I successfully met all yearly company goals set for this plant over the 6 year span. Also during this position, I was instrumental in the product development of new fabrics for the United States

Horse Creek and Hickman Warping PlantMy responsibilities included Safety, Quality, Productivity and Maintenance of these two plants. I managed over 400 associates on a seven day schedule. The denim plant had two Indigo Rope Dye ranges where I oversaw critically precise dye consistency. The plant also housed 21 rebeamers, 4 West Point Slashers and 240 Picanol Omni air jet looms. The Warping Plant housed 8 warpers and warehousing for finished fabrics. I succeeded in fulfilling company goals set for this plant.

VariousI was hired at the Walton Plant to Manage the Winding and Warping Department. The department housed 8 Schlafhorst winders and 2 Barber Coleman beam warpers. I was then promoted to the Assistant Yarn Mill Manager where my responsibilities included the Quality, Safety, Productivity, and Maintenance of the Yarn Mill. The Yarn Mill housed Opening, Carding, Drawing, and Open End Spinning. I was then promoted to the Production Planner position where my duties included the scheduling of all production equipment from raw material to 188 rapier looms. The plant was a very diverse plant in that it had numerous styles running at one time. I was responsible for fabric construction along with new product development.

Production Scheduler Eva Jane Denim PlantI was promoted to Eva Jane Denim Plant to manage the Open End Spinning Department. The department had over 75 associates and 21 Schlafhosrt Open End Machines. The Spinning Department produced over one million pounds of Denim Yarns weekly. The department was in poor maintenance and in an unproductive condition and using my skills I made it one of the best departments in the company. I was then promoted to the Production Scheduler for both Denim Plants in Alabama. Duties included scheduling Opening, Carding, Spinning, Warping, Indigo Dyeing, Slashing and Weaving. I was then promoted

I was an assembler in an automotive parts re-manufacturing plant in my hometown. I reassembled various automobile parts from power steering pumps to brake master cylinders and brake boosters.

VariousI was employed in this plant as a yarn utility with various duties including material handling to machine operator. I was promoted to Slasher Operator and operated two slashers for warp preparation to the weaving department. I was then promoted to a Schlafhorst Autoconer Technician where I graduated top of the class in Autoconer School. I was then promoted to night shift supervisor with approximately 35 associates that I was responsible for the safety, quality, productivity and morale. I was given the Best Supervisor Award by Plant Management after an E.A.R. survey. I was promoted to the Plant Training Manager where my responsibilities were to supervise OJT instructors throughout the plant. The plant employed over 1000 associates and it was my responsibility to keep a properly trained work force. I was promoted to the Production Planner for all of the plant operations. This plant housed 1414 Draper looms manufacturing 800,000 liner yards of Corduroy per week.