General Manager Fifteen + years of astute professional manufacturing production leadership in industrial paint and assembly facilities. Proven ability to lead staff, to develope and supervise operating budgets, sourcing suppliers for purchased goods, ensure procurement goals, production planning, inventory control, andstaff scheduling. Recognized for balanced judgment, stability and capacity to drive consensus among business units with diverse agendas and visions. Influential leader with the ability to coach and empower teams to achieve business and company objectives. AREAS OF EXPERTISE Business Assessments * Budget Management/Reporting * Relationship Building Productivity Improvements * Safety Standards/Compliance * Technology Implementations Cost Reduction * Turnaround Management Strategy * Risk Management Team Leadership * Lean Manufacturing Practices * Facilities/Operations Revamping Workflow Planning * Environmental Health & Safety * Quality Assurance Management Managing Classified Projects * Champion Employee Relations * Capital and Product Improvement
Plant Superintendent January 2014 to CurrentCK Technologies － Fort Worth, TX
Leads day-to-day operations to achieve budget goals and exceed the level of excellence customer and quality expectation.
Generate improvement in materials and labor through implementation of lean.
Collaborate with senior management , customers, vendors, and employees to disseminate pertinent information.
Perform management responsibilities in accordance with policies, procedures in a the law, including but not limited to training, supporting, planning, assigning, coaching, appraising and directing work for new and existing hires Responsible for measuring plant productivity, meeting customers requirements, maintaining orderly conduct, and directing production floor activities.
Skillfully reduce cost by monitoring and implementing system of checks and balances as it pertains to duplicate shipping, order errors, damaged goods, timely shipping, and fabrication of materials.
Review financials, quality, manufacturing, and other reports taking corrective actions as required.
Monitoring and effectively managing budgets to assure alignment with company goals.
Develop, manage, and motivating employees to perform above expectation in achieving companies goals, holding individuals, including myself accountable for performance.
Ensure quality production standards, operator performance, equipment, employee behavior, facility safety and compliance, and budget are within keeping with company core requirements.
Knowledgeable of plant products and their operating properties, plant layout, plant protocol, production capability, and plant practices and quality standards Responsible for follow-up on consumables and the proper inventory is maintained.
Pioneered the enhancement of Web-based services with real-time human interaction, achieving additional market recognition and increasing customer satisfaction by 48% while growing accounts by 25%.
Locomotive Inspector January 2013 to January 2013Progress Rail － Wilmer, TX
Environmental Health and Safety Coordinator/Safety Chairperson January 2007 to January 2012
Prepared departments for annual ISO 9001 and 14001 facility audits.
Achieved ISO 9001 and 14001 facility certifications 5 years in a row.
Conducted monthly safety meetings and achieved ranking of #1 facility in safety for 3 consecutive years (2009, 2010 and 2011).
Operations Supervisor January 2003 to January 2012WalleniusWilhelmsen Logistics － Canton, MS
Rail, Distribution, Body Shop and Accessory Departments) Helped start up facility, wrote and revised Standard Operation Procedures, interviewed, hired, trained employees and production supervisors; planned, assigned and directed work; appraised performance; rewarded and disciplined subordinates; addressed complaints and solved problems; shipping, receiving and inventory management as well as safety audits.
Supervised and provided leadership for different departments on a rotating schedule.
Conducted ergonomic assessments for employees of all manufacturing equipment and work stations.
Maximized production throughputs using principles of lean manufacturing.
Ensured loading vehicles and railcar maintenance/repair safety regulations were in compliance by inspecting/auditing the processes according to the American Association of Railroads (AAR) Facilitated daily conference calls with the customers (Nissan/Canadian National) to analyze logistics reports Inspected products for quality defects through audits and evaluations in all departments Investigated and communicated employees' accident/incident (including injuries and near misses) reports to upper management Implemented an on-site rail car training area, saving $35,000-$45,000 in training costs per year Increased load factor efficiency by 15% for the rail department in Mexico Supported process improvement activities for the distribution and rail departments in Indiana Coached and motivated employees to encourage higher performance Analyzed, developed, evaluated, and implemented Good Manufacturing Practices (GMP's) and operating methods (work instructions) Revised controlled documents and training to increase safety, improve product quality and Conducted weekly EHS audits across facility and communicated audit findings to all supervisory/managerial staff Trained a variety of environmental, safety, and health standards including: Hazard Communication; Lockout- tag out; Personal Protective Equipment; Chemical Response; Occupational Health/Ergonomics; Forklift; First-Aid; Fire Extinguisher use; Emergency Response; Evacuation Drills; Fire, Emergencies, Hazardous Material Clean-Ups; Materials Identification and Classification /MSDS.
prevent unnecessary time and cost expenditures Achieved facility KPI's on diversified projects by working individually and in a team environment.
Completed Problem Response Reports for root-cause analysis to develop preventative measures for employee accidents/incidents (including near misses, mishaps, and injuries) and quality defects (using 5 why/4M methodology and follow-up with 3C methodology).
Performed weekly 5-S (Sort, Shine, Sustain, Store, and Standardize) audits.
Used FIFO (First In First Out) process to help manage subordinates with.
Bachelor of ScienceSouthern University A&M College － Baton Rouge, LA