none

Name : EMS
Industry Type : Related Professions
City & State : River Vale, NJ
Job Title General Manager
Relocation Preferences : none
Objective : To work in the renewable energy field using my breadth and depth of experience and skills to help the company I join move to the next level, and beyond.
Resume :  


General Management, VP Operations, Six Sigma/Lean/Continuous Improvement Leadership, Supply Chain/Strategic Sourcing
Business Turnarounds/P&L Improvements/Inventory & Cost Controls/Multimillion-Dollar Contract/Negotiations/Supply Chain Management/Building Vendor Alliances/Cycle Time Reduction

Harvard MBA, BS (Mechanical Engineering), Business General Manager, Vice President of Manufacturing/Director of Continuous Improvement and Six Sigma Integration Specialist with more than 20 years of manufacturing experience in developing and implementing process improvement initiatives, formulating strategic manufacturing plans, and exceeding revenue performance targets for organizations ranging from $10 million to $3 billion in annual revenue.

Lean manufacturing, Six Sigma implementation, plant management, and process improvement acumen gained over the past 10+ years encompasses:

Improved EBITDA bottom line by 75% by cancelling ineffective product lines while developing replacement product lines in very short timeframes (around 1 year for 4 new products from idea to delivery), and getting major customers to finally consider and purchase top of the line product offerings.

Reducing product shipment cycle time from 110 days to 95 days within 24 months by instituting outsourcing and new assembly procedures while permanently resolving root cause quality issues, thus allowing manufacturing capacity to rise by 10% and OT to be reduced by 75%.

Implementing new supplier selection strategy and procedures, auditing/rating 15 top suppliers, and completing OEM/TOS to cover 85% of production spend (approximately $20 million).

Resolving 80% (1732/2154) of root cause quality issues identified and reducing new monthly average defects by 45% (9 to 5), which proved instrumental in slashing MRB inventory by 78% ($125,000 to $27,000), and time spent in MRB by 45% (70 days to 31 days).

Additional strengths and capabilities include: Business Startup/Turnaround Situations; Creating a Shared Manufacturing Vision; Streamlining Operational Procedures; Increasing Throughput; Quantitative & Qualitative Analysis; Diplomatic Change Agent; Managing Project Scheduling; Distribution Process Analysis; Ability to Grasp & Utilize New Technologies; Installation Quality Issues & Conflict Resolution; and Improve On-Time Delivery.

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PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

NBS TECHNOLOGIES, INC., Paramus, New Jersey2006 to October 2008
($10 million card personalization equipment manufacturer with 65 employees worldwide serving the worlds largest card manufacturers/printers/service bureaus)

General Manager (2006-2008) Scope of duties consisted of overseeing a $10 million P&L, 65 employees, and $3.6 million in inventory. Responsible for entire business, developing inventory plan to reduce inventory by 25% (achieved 33% reduction), resolving major quality issues with several product lines causing sales delays and cash drain (4 new products developed in just over a year from idea to installation), improving on time delivery and cycle time of current products (from 25% OTD to over 98% in less than 1 year), and convincing major customers to purchase new/improved equipment to drive sales growth (2 major customers qualifying products for purchase).

Improved EBITDA by over 75% by streamlining operations, cancelling ineffective product lines (2 products) and developing brand new products to replace them in tight timeframes (4 new products in around 1 year idea to installation), reducing cycle time of critical products lines (20% reduction by improving stockroom efficiency and accuracy, shop flow, and work order procedures), and developing new purchasing strategies (reduce supplier count, improve quality, delivery time, and cost through better negotiating).

Shipped 98% of units (250 units/year) on time and complete (no parts missing/damaged)

Reduced warranty costs by over 30% by resolving major quality issues, redesigning hard to repair products, and better training of key customers (held 1st NBS Dealer Meeting with key dealers for training and new product development discussions)

Resolved major quality issues with several critical product lines with either replacement products or new designs for current products, which will improve the reliability of our equipment by over 400% (1M cards completed versus 5M cards completed before major machine failure)

Developed new products to improve the product line performance

oNew tabletop machine prints up to 4,000 cards/hour, closest competitor in tabletop does 1,500 cards/hour

oNew large machine embosser prints up to 1,650 cards per hour, closest competitor does 1,500 cards/hour


RUDOLPH TECHNOLOGIES, INC., Ledgewood, New Jersey2002 to December 2004
($75 million semiconductor equipment manufacturer with 300 employees worldwide serving the worlds largest semiconductor manufacturers)

Vice President, Manufacturing (2003-2004) Scope of duties consisted of overseeing a $4 million budget, 70 employees, and $32 million in inventory. Responsible for supervising completion of SSQA (ISO9002) assessment for company to achieve customer certification, as well as implementing new supplier selection strategy/procedures, auditing and rating top suppliers, and completing OEM/TOS to cover 85% of production spend (approximately $20 million).

Shipped 100% of units (80 units/year) on time, within budget, and complete (no parts missing/damaged).

Reduced standard cost (COGS) of newest products by 5% through strategic outsourcing, negotiating price reductions from suppliers, and instituting cycle time improvements. As a result, saved more than $1.5 million annually.

Played key role in warranty reduction task force that slashed warranty costs 46% (goal: 25%) from $3.4 million to $1.8 million annually.

Director, Quality & Materials (2002-2003) Initially hired as Director of Quality. Offered responsibility of Materials group after 6 months due to impressive results in Quality department. Supervised 20 individuals charged with administering a $32 million warehouse inventory and purchasing over $20 million in materials annually.

Improved inspection accuracy by 50% (5% rejected lowered to 2.5%) by defining parts that required inspection, purchasing proper tools, and routing parts properly upon receipt from supplier, all within a 14-day goal.

Decreased reported field quality issues by over 50% (42 to 19) while developing a new automated process for production quality issues, tool changes and floor returns, which achieved 80% reduction in time spent on report, slashed shortages on the floor, and improved production flow/output.

Reduced standard cost (COGS) of main product line 10% by implementing new programs in the Materials group and renegotiating new contracts with largest suppliers.

Exceeded goal of key components on-time delivery (90% within 10 days, 75% on time) by creating and tracking new metrics and working with vendors on PO dates and delivery times.

Increased inventory turns 22% which brought RTEC in line with industry average and reduced inventory 12% through review and redesign, while improving inventory accuracy from 91% to 99.7% through cycle counting.

Upgraded warranty of critical components by 300% with no cost increase, improved cost/delivery and key components through new multimillion-dollar OEM contracts, and negotiated new UPS contract that reduced costs 40% annually (saving over $60,000).


RANDOM HOUSE, INC., New York, New York1999 to 2002
(Worlds largest book publisher with $3 billion+ in revenue and 5,000 employees, headquartered in New York City. Warehouse in Maryland is over 1.3 million square feet)

Business Manager, Publishing Operations (1999-2002) Primary duties centered on developing processes and procedures using Six Sigma methodologies to permanently resolve high-level operations issues throughout supply chain with warehouse, suppliers, and customers.

Developed comprehensive process to track and resolve root cause of receiving issues. Consequently, permanently resolved 84% of receiving quality issues (over 1,500) and improved receiving throughput time by 50% within 6 months, which saved Random House more than $300,000 annually.

Created a business solutions system designed to track schedule adherence and determine root cause of late products, which proved instrumental in generating $450,000 in annual savings.

Established company guidelines for overseas orders/shipping instructions, realizing an annual $250,000 savings while cutting supplier to warehouse time by 30%.

Led team that consolidated multiple satellite warehouses into one central location (main warehouse), thus saving an estimated $1.8 million per year.

BOOZ-ALLEN HAMILTON, Chicago, IllinoisJune to August 1998
(Global leader in management and technology consulting, providing services to major international corporations and government clients around the world)

Summer Associate Responsible for working on 2 operations management client teams during the summer in between business school years. Devised templates and determined synergies between 2 auto parts manufacturers during a pre-merger integration engagement. Analyzed forecasting processes of a large cereal manufacturer, performing forecasting accuracy analyses and calculating volume/timing offsets in order to develop an automated method to translate consumption to shipments.

GENERAL ELECTRIC COMPANY, Connecticut & Wisconsin1989 to 1997
(Diversified, industrial, multinational $157 billion company with over 307,000 employees)

Program Manager, Technical Leadership Program, GE Corporate, Fairfield, Connecticut (1996-1997) Key duties focused on directing GE Technical Leadership Program, Manufacturing-Sourcing Track, an entry-level engineering management training program with 400 members.

Developed and implemented TLP Six Sigma quality measurements that involved obtaining market research information from 57 GE vice presidents, assessing customer needs, assimilating inputs, and creating best process to meet customer needs.

Collaborated with GE vice presidents from Mexico and China to expand Technical Leadership Program. Guided Mexico VP in increasing program participation by 20% while revamping the China program, which increased participation by over 70%.

Six Sigma Black Belt, GE Medical Systems, Milwaukee, Wisconsin (1995-1996) One of first Black Belts in GE, responsible for improving GE product quality.

Created and led 10-member cross-functional team in resolving largest magnetic resonance quality issues, which produced a $230,000 annual savings while increasing 1996 sales by $17.5 million. Subsequently, awarded GE stock options for project leadership.







Manufacturing Project Leader, Magnetic Resonance Division, GE Medical Systems, Milwaukee, Wisconsin (1994-1995) Responsibilities included facilitating production line process improvements, evaluating requirements, identifying problems, establishing/managing teams, and developing/implementing permanent solutions.

Reduced installation costs of MRI equipment by 53% ($7 million) and installation cycle time by 46% (31 days). This new process was designated as a Best Practice and implemented throughout GE Medical Systems.

Oversaw product introduction for new MRI, revamping production process and enhancing productivity by 200%.

Production Support Engineer, Magnetic Resonance Division, GE Medical Systems, Milwaukee, Wisconsin (1991-1994) Duties encompassed implementing production line process improvements.

Managed cross-functional installation root cause team that permanently resolved 85% of installation issues.

Effectively reduced packaging costs for MRI systems, thereby saving GE Medical Systems $450,000 annually.

GE Manufacturing Management Program, Fairfield, Connecticut (1989-1991) Completed 2-year technical management program consisting of four 6-month assignments in manufacturing, interfacing with marketing, finance, engineering, and sales. Program included one-year curriculum in project management, leadership, problem solving, and communication.

EDUCATION

M.B.A., 1999
Harvard University
Graduate School of Business Administration, Boston, Massachusetts
Bought and managed Tumi luggage business (campus franchise), doubling sales and earning 150% ROI

Honors B.S., Mechanical Engineering, 1989
Northeastern University, Boston, Massachusetts
Pi Tau Sigma Honor Society
American Society of Mechanical Engineers





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