Rick Wassman Email and Phone Number

Manufacturing Operations, Purchasing, Supply Chain, Distributions, Technical Service Center, Customer Service Center

Reported to President and Chief Operating Officer. Responsible for managing plants in Mexico, Australia and Malaysia along with distribution centers in North America and Australia. Companies consist of Chamberlain and HeathCo. Restructured and improved talent within Materials Management, Distribution, Sales and Operations Planning. Decentralized plant operations and reorganized by strategic business unit to provide faster product introductions and improved cross-functional support.• Executed operational excellence initiatives and Lean practices resulting in $18.1M in productivity with reduced cost of failure, improved quality and safety metrics. • Established a new Design for Manufacturability and Technology department. • Implemented SAP into Nogales plant and PkMS into all North American distribution centers.

Reported to Division President. Companies consist of Pass & Seymour, Wiremold, Electrorack and Cablofil. Restructured and improved talent within Purchasing and Resale Operations. Developed sourcing strategy for emerging low cost countries of Vietnam and India.• Developed manufacturing and sourcing strategy for 47 manufactured product lines in North America resulting in savings of $14.2M from 3 plant consolidations, outsourcing of 2 production lines to China, 5 to Mexico and 1 in U.S.• Shifted cost of goods sold in low cost countries from 28% to 52%.• Achieved material productivity of 2.5% to 4% per year using cross-functional teams across businesses.• Increased customer service rates by 12 points to 96%.

Reported to Business Unit President. Restructured and improved talent within the distribution function.• Implemented PkMS warehouse management system resulting reduced operating cost by 5%. • Developed an inventory/service model to reduce SKU’s stocked from 8,500 to 3,500. • Moved ground fault circuit interruption lines to China avoiding capital of $15M due to pending code changes.• Implemented JIT practices reducing supplier lead times by 26 days and raw material by $20M.• Improved capital employed by more than doubling days payable outstanding to 62 days.

Company acquisitions increased Purchasing responsibility to 18 facilities across four Business Units totaling purchases over $350M. Developed offshore suppliers in China, Taiwan, Malaysia, Singapore, Mexico and the Dominican Republic. • Created global supply chain strategies across subsidiaries with savings of $8M. • Total inventory was reduced by $10.3M or 19.6%. • Cost of material was reduced by 4.2%.

Managed $130M in purchases across eight plants. Strengthened professionalism and technical knowledge of the Purchasing and Materials staffs.• Introduced part standardization process saving $5M. • Developed an electronics sourcing strategy, which reduced material costs by $2.2M. • Globalized purchases of nylon and brass consumption saved $2.1M. • Implemented Supplier Performance System resulting in supplier delivery improvement of 15 points.

Managed annual raw material purchases of $35M and Resale products of $40M.• Developed and implemented sourcing strategies for resulting in a reduced supplier base, improved quality and delivery while reducing costs by $2.6M.• Worked with IT to implement forecasting system to decrease in lead-times from 24 to 14 days, increase delivery by 18 points.

Managed the acquisition of Brand Labeled products from select partners in the United States, Asia, Europe and Mexico into U.S. distribution centers. Responsible for managing finished goods inventory, maintaining delivery service levels to Square D customers, handling customer returns, credits and repairs. Worked extensively with Marketing and Engineering to introduce new products • Decreased finished goods inventory from $18M to $12M.• Developed corporate procedure for acquiring and managing Brand Labeled products.

Managed a plant of 400 employees to fabricate and test electro-mechanical assemblies, backplanes and wiring harnesses. Developed business case for the establishment of a Maquiladora facility and implemented the transition.• Consistently achieved 98% schedule attainment and reduced manufacturing cycle time by 35 days.• Reduced overhead support costs by 10%. • Implemented Company’s first MRP II system.