Manager Supply Chain

Richard P. Wagner

*** **** **** ***** ****, Evans, GA, 30809

706-***-**** abik83@r.postjobfree.com

SUMMARY

Innovative and results oriented leader with a solid understanding of

operations management and business processes in manufacturing industries.

Adept at developing/implementing business plans to maximize profitability

while improving organizational effectiveness and customer satisfaction.

Champion of ISO 9001, SAP ERP systems and lean manufacturing.

AREAS OF EXPERTISE

Operations Management Leadership & Mentoring Financial Management

Strategic, Planning & Value Stream Mapping Process Improvements

Execution Problem Solving Supply Chain Management

Lean Manufacturing

PROFESSIONAL EXPERIENCE

KENNAMETAL, Augusta, GA

2007-2009

The Evans facility was inside the MSSG group of Kennametal, producing

drills and threading tools. Plant is closed.

Plant Manager

Managed manufacturing/distribution with respect to service, quality,

inventory and costs. Processes included CNC machining, grinding, welding,

heat treat, assembly, and packaging. Revenue was $36M/yr with 350

employees.

. Responsible for all financial and operating metrics.

. Increased overall plant productivity 46% based on full time employees

($86K/FTE to $126K/FTE).

. Implementing Kanban supermarkets at strategic locations reduced WIP

inventory by 56% and improved lead-times.

. Improved internal quality PPM from 11608 (98.8% yield) to 1345 (99.9%

yield)

. Assumed production of metric product lines from the UK to Evans, GA.

. Improved on-time delivery from 77% to 99%.

. Implemented cellular manufacturing in the clear grind/pointing areas.

Annual lean savings $250K, 4 day reduction in lead-time, and $50K

reduction in WIP.

. Reduced lead-time for 'custom' orders from 28 to 18 days.

. Reduced standards processing lead-time from 13 days to 3 days

. Relocated manufacture of tool bits from Mexico and screw extractors

from Asheboro, NC to Evans, GA.

. Increased direct labor efficiency from 55.2% to 84.2%

. Developed a 'quick response' program with two key suppliers to reduce

raw material inventory.

. Implemented lean savings of $1.9M in 2008; $1.6M in 2009. Savings

were primarily created by inventory reductions and productivity

improvements.

. Reduced overtime from 26% to 5% of the total payroll hours by

implementing a distinct training function at the plant level.

($218K/month to $23k/month)

. Reduced past due orders from $2.1M to $192K

. Implemented Pathways, a comprehensive environmental, health and safety

program proprietary to Kennametal.

AMERICAN MOISTURE MONITORING SYSTEMS, LLC

2005-2006

Manufacturer and distributor of moisture control/water intrusion systems

for residential applications. This was a new company applying new

technology. The company has ceased operations.

Vice President of Operations, Ridgeville, SC

Managed manufacturing/distribution operations including production, supply

chain, sourcing, quality control, and product engineering. Processes

included injection molding, stamping and electro-mechanical assembly.

. Implemented strategy of horizontal operations with a plan for vertical

integration at specific milestones.

. Developed financial proformas and standard costs based on strategic

plans and marketing models. Established operating and capital budgets

(1, 3 and 5 year plans).

. Performed site evaluations and labor analysis, developed plant

layouts/work-flows and Gantt charts.

. Completed product development including prototypes and hard tooling.

. Established production in new plant site with work cells and

warehousing systems

. Out-sourced sub-assembly operations, developed vendor relationships

and established supply chain.

. Reduced assembled cost 20% through creative product design and

outsourcing.

Holland USA, SUSPENSION PRODUCTS

1997-2005

Manufacturing division of SAF Holland Group, a manufacturer of accessories

for the truck and trailer industries.

Director of Manufacturing, Arkansas & Michigan 2001 - 2005

Directed manufacturing/distribution operations at two plants in Arkansas

(USW) and Michigan (UAW) including production, HR, supply chain, quality

and engineering. Processes included stamping, brake press, plasma,

machining, welding, painting, and assembly. Revenue was $140M/yr with 375

employees.

. Responsible for all financial and performance metrics.

. Developed divisional strategic and tactical plans to support the group

strategy of product innovation, cost reduction and operational

excellence. Supported by annual business plans utilizing facility

scorecards.

. Improved on-time deliveries from 76% to 97% and inventory accuracy

from 73% to 95%

. Reduced past due orders from $1.2MM to $0.2MM.

. Improved inventory turns by 35% by implementing JIT inventory

techniques and supply chain integration initiatives.

. Led the full lifecycle of product launches from design freeze to

production readiness

. Interfaced with sales/marketing & finance to develop annual business

plans

. Implemented formalized project management to ensure timely and

successful execution of major projects.

. Served on product management team and performed operational

implementation of product plans

. Implemented JIT delivery of fully assembled suspension

. Merged after-market warehouse with operations to reduce inventories

and fixed costs

. Reconfigured the assembly work cells and executed pull-through

production

. Saved $1.6MM via labor contract negotiations

. Significantly reduced direct labor by implementing robotic work cells

($300K/yr)

. By implementing DPMO, identified and corrected procedures that reduced

manpower and increased output

Manufacturing Manager, Denmark, SC 1997 - 2001

Managed all manufacturing, machining, engineering, maintenance, and tool

and die activities. The Denmark, SC plant was a $40M manufacturer of fifth

wheels, whose customer base included Mack, Freightliner, Peterbilt, and

Volvo.

. Successfully reconfigured the plant over a two year period with zero

interruption to production; reconfiguring involved a new plant layout,

building improvements, and installation of a new conveyor and paint

system.

. Maintained 100% on-time delivery for 48 months.

. Achieved a 28% reduction in labor costs, while simultaneously

achieving a 40% increase in throughput by implementing lean

manufacturing techniques to redesign the assembly work cell.

. Created a department to produce service kits that had no late orders

and maintained 99% inventory accuracy.

. As a Tier II supplier, launched production of trailer hitches for BMW

including the review of customer specifications, APQP, process FMEA's

and Risk Analysis, multiple ISIR samples, and vendor audits

. Chaired the team responsible for upgrading paint systems for all

company facilities

. Implemented JIT line sequencing/marshalling for Freightliner and Mack

. Utilized cellular manufacturing to improve workflow & reduce WIP

. Reduced material handling by incorporating queues into the conveyor

system.

NVF COMPANY - CONTAINER DIVISION 1994 - 1997

Division of NVF producing material handling equipment for the textile

industry and compression molded polyesters.

General Manager

P&L responsibility including manufacturing/distribution, QC, purchasing,

finance, product engineering, customer/technical service, HR. Revenue was

$10M/yr with 70 employees. Processes included stamping, brake press, roll

forming, welding, paint, assembly, molding, thermoforming, rotational

molding.

. Implemented MRP and appropriate system metrics; inventories were

reduced, on-time delivery improved from 70% to 92%, and production

efficiencies increased from 81% to 94%.

. Sustained total variable expenses to remain within 0.5% of the budget

. Reduced credits from 2.5% of sales to 0.4% of sales by improving

process controls & quality systems.

. Increased sales 25% by transitioning market focus from custom

containers to the standard container market using existing processes

and machinery.

Prior experience includes positions as Industrial Engineering Manager &

Financial Coordinator at Steel Heddle Manufacturing Company - Frame

Division; Corporate Industrial Engineer at PYA/Monarch; Industrial Engineer

& Assistant Plant Manager for Harley Bag; and Production Supervisor at

National Steel Company.

EDUCATION

M.B.A. - Clemson University, Greenville, SC

B.S., Industrial Engineering - Georgia Institute of Technology,

Atlanta, GA

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