RPS is a $30M manufacture of Indoor Air Quality Filtration Products Increased output on a product line from 500 to over 4000 filters per shift by utilizing existing equipment. Working on process improvements, improving on-time shipping metrics, Management structure, setting up Quality Assurance and Safety Programs.

Contract Electronics Manufacture Worked on Process Improvements, ERP implementation and Managing the Program Managers

Receiving, Shipping, Warehouse Management, Test Engineering and Document ControlThe Morey Corporation is a $100M Electronics Manufacturing and Technology company serving a variety of industries with engineering and production solutions. Responsible for All Warehouse Operations, Order Fulfillment, Test Engineering and Document Control. Staff included 5 direct reports and 51 indirect reports. •Collaborated with a cross-functional team to improve inventory and transactional accuracies to over 98%, documenting process flow and establishing metrics to ensure ongoing quality and productivity. •Worked with a customer, with annual sales of $24 million, to improve the performance of their fulfillment process. (Average 150 orders per day shipped with a 99.7% order accuracy rate and 100% on time shipping.)•Led a team that used lean principles to stream line the receiving department, cutting unnecessary movement and handling which decreased the time to put product into stock from upwards of 24 hours to 90 minutes.•Reduced the test time of a high volume automotive part from over 3 minutes to 45 seconds per unit. Challenged Test Engineering to reevaluate the test and held a kaizen event to eliminate all wasted time in the test process. Partnered with Manufacturing to streamline future testing of the product.•Improved the responsiveness of the 15 member Test Engineering group to provide better manufacturing support and timeliness in the quoting process. By using project management tools to monitor progress and holding the engineers accountable to the dates that had been set, projects came in on time and at or under budget which had not been happening previously. •Worked with customers to create test solutions that met and maintained their standards and seamlessly fit into the manufacturing process. Continually monitored and improved performance through automated data gathering tools.

TecPac Plant Manager 2010-2012This startup plant produced state of the art air filters for the HVAC and Industrial markets. Responsible for all areas of operation in the facility including Production, Quality, Customer Relations, HR, Purchasing, Maintenance (machine and building), Inventory Control and Logistics. • Decreased filter media waste by 44% through training and monitoring of waste causes.• Used process mapping to setup an assembly line that cut manufacturing time from 14-days to 5-days.• Created production and quality metrics for all positions and managed to them.• Installed an MRP system to handle all production and inventory functions to replace the one in use. Filtration Group Plant Manager 2008-2010 The plant produced High Efficiency filters for the Bio-Safety/Medical, HVAC, Industrial and Clean Room markets. Responsible for $13M in sales through leading and directing Production, Quality, HR, Engineering, Customer Relations, Logistics, Inventory Control and Maintenance with a staff of 70 employees and 7 direct reports.• Reduced direct labor costs by 10% through scheduling, overtime reductions and staff reductions from 90 to 70 direct labor employees.• Improved on-time service performance by 25% through process improvement and Heijunka scheduling.• Improved cash flow by cutting inventory over 50% via removal of obsolete inventory and by stringent management of raw and finished goods inventory through the establishment of kanbans with key customers.

Responsible for daily return processing, outbound order fulfillment and all facility operations for the Chicago hub of the nation’s largest DVD rental by mail company. Managed a staff of 30 full and part-time associates with two direct reports.• Decreased direct labor cost 21% through proper scheduling and performance feedback.

Responsible for all receiving, distribution and inside sales activities for a $16M location of a master distributor of industrial and construction fasteners. Managed a staff of 15 with two direct reports.• Improved outbound shipment accuracy 25% by instituting quality metrics and accountability for the warehouse employees.• Increased inside sales activities by having them focus on their top ten accounts. Monthly sales increase of 12% over 2006.• Improved communications throughout the branch by holding daily meetings

Responsible for managing a staff of 20 with two direct reports. Charged with shipping all outbound products for a pharmaceutical services provider to retail pharmacies, hospitals and other institutions.• Improved work flow of products to be shipped reducing shipment time by 13%.• Improved picking accuracy ensuring correct product is shipped increasing customer satisfaction.• Created schedule which facilitated the elimination of costly overtime.

Senior Production Manager 1997-2004Responsible for managing plant production and work flow in all areas of plant operations for over-night photofinishing operations and ancillary operations. Forecast daily production requirements and develop plans to carry out those requirements. Ensure strong communication initiatives are in place to communicate plant and company direction and deliver performance feedback. Managed 3 shift managers and 8 supervisors with responsibility for 260 direct labor employees, 24 hours per day, 7 days per week • Efficiently managed a $4M Budget with 6% improvement over expectations for five continuous years.• Directed labor efficiency improvement of 120% over the last three years.• Managed a 300% quality improvement utilizing data analysis and customer feedback in a cross-functional team environment.• Improved paper waste by 127% over three years utilizing problem-solving skills to analyze available data.• Developed new supervisors into productive leaders through individual coaching and goal setting.• Led teams including personnel from Maintenance, Quality, Distribution, Warehouse Management, Customer Relations and Training to eliminate production waste and improve quality.• Improved employee morale, as measured by outside consulting services, and reduced turnover from 28% to 6% (2000 to 2004). Senior Shift Production Manager, Elgin, IL 1993-1997 Production Supervisor III, Kansas City, MO and Elgin, IL 1983-1993