Customer Service Manager
Resume:
TERRY OWENS
Morristown, IN 46161
abmzsd@r.postjobfree.com
MANUFACTURING PROFESSIONAL
Progressed rapidly through a variety of leadership / management positions requiring strong problem
resolution and expertise of Logistics and distribution management, P&L, quality, production, safety,
and new product design / launch. Solid track record of successful experience that includes
optimizing productivity and improving profitability. Possess strong technical orientation.
Core Competencies Include:
Logistics Management Warehousing Operations
Continuous Process Improvement Cross Functional Team Leadership
Cost Reductions Efficiency Improvements
Performance / Productivity Improvements Customer Service
Workflow Optimization Inventory Planning / Control
Statistical Process Control Budget Management
Shipping / Receiving Operations Quality / ISO
Training and Development Key Indicators
PROFESSIONAL EXPERIENCE
PKUSA, Indianapolis, IN 1993-
2010
(Automotive OEM manufacturer whose customers included Toyota, Subaru, Nissan etc.)
Shipping & Receiving / E-Coat Manager (2004-2007,2009-2010)
Promoted to implement quality and productivity improvements within 2 departments while ensuring
100% customer service. Managed team of nearly 70 staff members including supervisory team.
Established and monitored Key point indicators monthly, quarterly, and yearly. Developed and
monitored annual budgets totaling $3M yearly. Achieved budget $14K under plan. Responsible for
traffic planning of 500+ inbound and outbound trucks. Presented annual departmental strategic
plans to the President while providing monthly updates regarding performance, on-time delivery,
budgets, cost reductions and goals. Trained associates on continuous process improvement.
Ensured OSHA safety measures were met.
Key Accomplishments:
Executed 99.83% on-time customer delivery within 2 months, up from 60%. Developed a service
part center in the building where all service parts were warehoused and prepared for customer
shipments.
Minimized expenditures by $168K each year. Reviewed inventory control plan, scheduling for
each manufacturing department based on customer requirements from their monthly forecast.
Reduced trucking costs to the customer.
Eliminated 26% of material handlers. Designed and implemented routes / zones for each forklift
driver in the plant. Created new layouts for all raw materials and finished product. Reduced
wasted travel time, and doubled handling of product to the manufacturing departments.
Recognized for achieving 1079 days without any OSHA recordable events.
Assembly Manager (2007-2009)
Managed 133 employees for department with accountability for hiring and training new staff for
projects. Established and maintained an operating budget in excess of $950K each year while
implementing safety measures. Attained a 2009 budget $1276 below plan. Trained associates to
implement processes resulting in cost reductions.
Key Accomplishments:
Improved productivity from 86% to 94.5% for all 97 robotic work cells. Implemented PDCA (plan
–do-check-action) items. Designed data base to gather all production numbers and downtime.
Designed reports to output daily results, downtime results as well as operator and machine
results.
Reduced expenditures by 10% each year through use of resurfaced copper. Developed and
designed process for use of copper on CNC machine leading to an annual savings of $139,000.
Launched new customer and product line for Toyota Highlander with 0 quality defects.
Company was nominated in the top 10 by Toyota for the best launch by new supplier.
Achieved 400 days without OSHA recordable event.
Paint Coordinator (2002-2004)
Challenged to review all processes and create efficiencies, resulting in improved productivity and
cost reductions. Started with 23.5 parts per minute and ended with 39.8 parts per minute. Trained
technicians in SPC controls and daily/weekly/monthly testing as well as skills necessary to conduct
departmental projects. Successfully launched Nissan SQ/QW project with 67 part numbers and
Subaru 21Z project consisting of 22 part numbers. Designed new tools for all new and existing
projects to improve quality and output.
Key Accomplishments:
Reduced paint defects from 11% reject rate to less than .1%. Initiated a preventive maintenance
program for pre-treatment tanks, leading teams of associates, lab technicians, engineering, and
maintenance to find root causes and implement counter measures. Initiated matrix system for
tracking.
Implemented Statistical Process Control for upper / lower limits of the concentration of tanks.
Installed metering pumps to slowly add chemicals to the production as production was run.
Statistical process controls were put into place and lab testing was completed every 4 hours to
meet the standards.
Created a 1.5 production shift reduction with 20 personnel in the E-Coat department through the
study of machine cycle time. Reviewed all products and created cross-functional teams to
implement countermeasures and plan-do-check-action system.
Maintained 826 days OSHA incident free.
Team / Group Leader (1994-2002)
Supervised up to 36 associates and 3 members of management team in increasing production
output. Monitored and coached all associates in achieving quality and continuous improvement.
Verified cycle times and reduced non-value activities. Created SOPs for each positions.
Key Accomplishments:
Led and coordinated quality circles, winning the JK circle at company. Presented quality to
Japanese companies, achieving 3rd place out of 1000 teams in the competition.
Provided cross-training of employees. Developed action plan for employees to run all products
while maintaining cycle times and quality. All employees were cross-trained within a 9 month
period. Bachelor Degree
EDUCATION
Ashworth College; Studied Business Management
Blue River Vocational School: Computer Programming achieving 4.0 GPA
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