Sr. Manager Operations Manager Resume Example Lineage Logistics

SR. MANAGER-OPERATIONS MANAGER

Executive Profile

LEAN MANUFACTURING/OPERATIONS MANAGER Dynamic and enthusiastic leader with a substantial history of delivering impressive contributions to budgeting, productivity, and profit. Proficient abilities in balancing cost and quality with project development and delivery timelines. Committed and customer-oriented with a broad range of strategic planning and financial reporting experience while providing training and leadership with a team-focused and results-oriented management style. Proven ability to effectively reorganize, streamline, and strengthen existing operations, as well as identify and capitalize new business opportunities. Experience in establishing and managing diverse business relationships while improving customer service and customer satisfaction. Adept at fostering long lasting relationships with executives, project managers, employees, and department heads while independently planning and directing operations. Proven aptitude in strategic planning, resulting in margin increase and customer satisfaction while implementing new ideas with a creative, yet practical focus on solutions to problems. Ability to adapt to very diverse and demanding environments while providing leadership in all phases of complex projects. Professional team player with strong presentation skills that deliver personalized value to staff while utilizing proactive management processes and interpersonal communication skills. Verifiable aptitude in Lean Manufacturing while utilizing minimum resources with Six Sigma quality through the entire value stream. Proficient ability to standardize, simplify, and stabilize plans and specifications while demonstrating expertise in problem solving, decision-making, and team building. Visionary who synthesizes facts, events, and concepts to develop realistic and long-range plans while directing, coordinating, and managing projects from conception to final execution on a timely and cost-effective basis. Visual Management Value Stream Mapping Risk Mitigation Change Management Budget Control Lean Manufacturing Staff Development Cost Analysis Asset Management Problem-Solving Six Sigma

Skill Highlights

Lean Manufacturing
Quality Improvement
Value Stream Mapping
Strategic Planning
Change Management
Total Quality Management
Leadership

Multi-unit Operations Management
Customer-oriented
Business operations organization
Organizational Skill

Core Accomplishments

Operations Management:

Managed three Operations, RoMan Transformer, IRCO Automation and Quality Brass Foundry.
Handled all functions related to transforming the operations' from an undisciplined, tribal knowledge organization to a process driven lean organization delivering consistently positive results.

Professional Experience

Sr. Manager-Operations Manager
January 2003 to CurrentLineage Logistics － Quincy , MA

Direct and coordinate activities within production facility departments concerned with the design, manufacture, repair, and distribution of high current, low voltage transformers, DC power supplies, tap switches a non-ferrous foundry and IRCO-GR a business unit that builds automated welding equipment, Positioners, Power Rolls and Manipulators.
Manage $27M in sales across three facilities and 125 staff while preparing work schedules and assigning specific duties.
Review financial statements, sales and activity reports, and performance data to measure productivity and goal achievement and to determine areas needing cost reduction and program improvement.
Establish and implement departmental policies, goals, objectives, and procedures.
Determine staffing requirements and interview, hire, and train new employees, while overseeing personnel processes.
Monitor business to ensure efficient services are provided while staying within budgetary limits.
Supervise financial and budget activities to fund operations, maximize investments, and increase efficiency.
Manage the movement of products into and out of production facilities.
Provide strategic planning and vision for meeting significant business objectives while mentoring two key employees to promotional roles.
Championed the promotion of a companywide lean philosophy, while leading transactional lean projects, by cultivating a culture to eliminate waste through behavioral transformation at all levels of staff.
Dramatically decreased inventory from $2.5M to $980k thereby obtaining a significant cost-savings for the company and transitioning inventory turns from 2.5 to 12.6 through the implementation of a lean philosophy.
Instrumental in the collaboration of four facilities into two thereby reducing overhead costs by $759K per year.
Initiated ISO 9001:2008 and ISO 14001:2004 thus achieving customer requirements and gaining new business.
Prompted, implemented, and promoted various programs and procedures including a pull system and visual factory, a recycle program where the company recovered $220K of recyclable materials, and a 5s program, as well as a Meal on Wheels community service initiation.
GREGORY A.
GARTHE PAGE 2 Roman Manufacturing continued.
Attained 97% on time production in 2013 through the facilitation of cross-functional team meetings while striving to achieve customer delivery requests.
Created various processes that reduced water leaks by 97%, a reduction in scrap of 26%; decreased order entry lead time from four days to one day, and production lead time from 28 days to eight work days for standard product thereby increasing efficiency and productivity companywide.
Reduced inventory and allowed a timely delivery system by installing seven new CNC Milling Centers in place of manual equipment.
Decreased waste cost and landfill footprint by originating a waste recovery system to recover cardboard, batteries, ink cartridges, computers, office paper, and plastics.

Continuous Improvement Manager
January 2000 to January 2003Saint-Gobain Corporation － Twin Bay Medical , MI

Led change management initiatives and assisted management teams in delivering strategic initiatives that would aid in compliance to standards and implementation of new systems, services, and cost-effective solutions to improve the performance across branches.
Assessed the current state of branch operations and collaborated with regional management to develop future vision while driving and monitoring implementation plans.
Facilitated and collaborated with improvement teams to implement plan objectives.
Assisted process owners to identify barriers to project success.
Measured, tracked, and communicated branch and regional continuous improvement performance.
Documented improvement process learning and shared best practices with management teams.
Communicated financial benefits resulting from performance-based improvements.
Evaluated customer satisfaction data and partnered with the Branch Managers to improve performance using the Best Practice Sharing process.
Consistently exceeded targeted goals and cost reduction plan by an average of 10%, accounting for approximately $32.1M by applying lean principals, six sigma mind set, and value engineering techniques to current processes.
Championed the implementation and promotion of employee involvement program, which is now utilized throughout JCI Interior plants, by allowing employees to financially gain from personal ideas.
Instrumental in the transition of five production lines from Maplewood, and one in Mexico, to the Southview facility, thereby freeing up 14,000 square feet and generating a significant cost savings for JCI.
Presented with JCI Merit Award for efficient performance in 75 ton molding.
Influential in Lean Manufacturing pilot plan for JCI through the establishment of line and achieving superior results.

Plant Manager
January 1999 to January 2000Tenneco Automotive － Kettering , OH

Directed and supervised all plant activities for a 270 person staff to ensure that company standards were met as they relate to safety, quality, productivity, and cost control.
Developed plans for efficient machine, manpower, and material utilization for new model production.
Ensured associates and supervisors received necessary performance training.
Administered completion and analysis of production reports and records in a timely manner.
Facilitated performance evaluations and approved actions regarding pay.
Prepared budget and forecasted space in coordination with the Senior Director/GM.
Instrumental in the launch of six new models thereby maintaining current market share and superior productivity.
Successfully managed $80M in sales revenue by establishing Lean Manufacturing processes to the boat plant and maintaining partnerships with management in order to showcase concerns, which impacted production.

Focused Factory Manager
January 1994 to January 1999JOHNSON CONTROLS ASG － City , STATE

GM Overhead Systems Recommended and initiated rearrangement of process alignment for continuous improvement, to include reducing costs and cycle time, and improving quality of existing operational layout to create a productive working environment for all employees within a $12M sales unit.
Worked closely with team members and other resources as a method of determining what changes were needed while managing a 125 person staff.
Planned and oversaw manpower, machines, materials, GREGORY A.
GARTHE PAGE 3 Johnson Controls ASG continued.
and methods while tasked with self-sufficient procurement and development of subcontract suppliers.
Developed and promoted continuous engineering interface between sales and focused factory teams.
Reviewed production orders/schedules to ascertain product data such as types, quantities, and specifications of products and scheduled delivery dates in order to plan department operations.
Established priorities and sequences for manufacturing products to ensure proficient production operations.
Prepared operational schedules and coordinated manufacturing activities to guarantee production and quality of products met specifications.
Compiled, stored, and retrieved production data.
Developed standard operational and working practices and observed workers to certify compliance standards were followed.
Reviewed production and operating reports and resolved operational, manufacturing, and maintenance problems to ensure minimum costs and prevent operational delays.
Provided mentorship to employees and as a result developed two Focused Factory Managers.
Attained production goals by 99.8% delivery and increased efficiency by 20% with only 4ppm quality defects.
Awarded General Motors "Supplier of the Year" by attaining cost quality and delivery targets established by GM.
Recognized as a leader in safety for the Maplewood Site/DuPont STOP program through effective leadership and implementation of the DuPont system at Maplewood.
Prior experience includes rapid promotion within various areas for Texas Instruments, Inc.
located in McKinney, TX.
Served in capacity of Instructor for Continuous Flow Manufacturing Programs, Lead Manufacturing Engineer, Quality Engineer, and Production Control Supervisor for LANTIRN Program, as well as Manufacturing Engineer for the Paveway Program in Sherman, Tx.

Education

Master of Science : Management/Strategy/Leadership, 2016Michigan State University － City, StateManagement/Strategy/Leadership

Bachelor of Science : Industrial Technology/Manufacturing, 1984University of Wyoming － City, State

Industrial Technology/Manufacturing

Six Sigma Black Belt

Skills

accounting, benefits, budget, change management, CNC, continuous improvement, cost control, cost reduction, customer satisfaction, DC, delivery, driving, Engineer, financial, financial statements, functional, ink, Instructor, inventory, investments, ISO, ISO 9001, layout, leadership, Lean Manufacturing, Director, managing, Manufacturing Engineer, market, materials, meetings, mentoring, office, 97, order entry, personnel, philosophy, policies, power supplies, processes, procurement, promotion, Quality, safety, sales, Six Sigma, staffing, strategic, strategic planning, Supervisor, switches, transformers, vision, welding

Resume Overview

School Attended

Michigan State University
University of Wyoming

Job Titles Held:

Sr. Manager-Operations Manager
Continuous Improvement Manager
Plant Manager
Focused Factory Manager

Degrees

Master of Science : Management/Strategy/Leadership , 2016
Bachelor of Science : Industrial Technology/Manufacturing , 1984
Six Sigma Black Belt

Sr. Manager-Operations Manager Resume Example

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