Manager Customer Service

TONY L. HICKS

**** ****** ****, ***********, ** *7419

Phone: 423-***-**** (mobile) e mail: accbt5@r.postjobfree.com

CAREER SUM MARY

Accomplished Plant Manager with proven record in strategic planning, project management, teamwork, strong communication,

and customer service. Specific experience in best practices and project management geared toward implementation of

continuous improvement techniques, technology, processes and equipment consolidation. Operational functions which include

designs in the operation, building, services, equipment capabilities, inventory control systems, kaizen events, APQP, lean

manufacturing techniques, improved processes, and product launches.

WORK EXPERIENCE

Shiroki North America December 2012 – October 2013

Assistant General Manager of Production (Major manufacturer of automotive parts and components)

• Develop yearly KPI (Hosin) goals and objectives for Safety – Quality Delivery, cost, and employee engagements.

• Review all OSHA recordable and non recordable safety incidents. Establish corrective action and implementation for

each incident.

• Responsible for budgeting labor objectives for 375 425 full time, temporary, and skill trade employees.

• Responsible for a two shift operation which includes two production managers and 10 supervisors.

Achievements: Reached and maintained labor budget objectives by using various Kaizen activities, standardized work,

hourly trackers, and other manufacturing operating principles. Reduced inventory level through implementation of the use

of Ken Ban in areas of raw material, work in process, and finish goods.

Cooper Lighting August 2011 – August 2012

Plant Manager – Manufacturing of Architectural Lighting

• Plan, organize, and direct the manufacturing and maintenance operations which ensure the most effective return on

assets.

• Initiate plans and processes which minimize manufacturing cost through effective utilization of manpower, equipment,

facilities, materials, and capital. Assure attainment of business objectives and production schedules while ensuring

product standards that will exceed customers’ expectations.

• Continuously improve safety record by addressing both physical safety issues and employee safety attitudes. Maintain

and improve housekeeping in all areas.

• Manage spending against budget and in relation to changes in production volume.

• Establish group and individual accountabilities throughout assigned departments for problem solving and cost

reduction, both on a permanent and ad hoc basis, depending on need. Encourage use of the new techniques and focus

on the fact based problem solving.

Achievements: Reduced inventory level by $500K in six months. Implemented lean manufacturing concepts to the

facility which resulted in additional workspace, reduction in scrap, and increased productivity. Reduced warranty cost 50

percent in 10 months by implementing quality processes and procedures which included training, first piece inspection,

standard work, and operator instruction. Implemented Kaizen activities, 5’s, continuous improvement programs, and use of

key performance indicators (K.P.I.’s). Moved and closed plant facility in four days which included office equipment,

furniture, machinery, production equipment, and inventory. Resumed production on the 4th day without any safety

incidents, quality issues, or delays to production.

Burner Systems International (BSI) June 2003 March 2011

Plant Manager Chattanooga Division (Gas Components for Ranges, Heating Units, and Gas Grills)

• Responsibility for all operating aspects of the manufacturing facility.

• Operation facility and Onsite Distribution Center employed a maximum of 450 associates with yearly sales of

approximately $65 million per year.

• Expertise in low volume/high volume mix of highly complex manufacturing processes.

• Burner Systems manufactures and distributes gas components, heating units and burners for the appliance and heating

industries with a wide range of processes. Customers include Whirlpool, Maytag, Roper, Carrier, Lennox, Electrolux,

and Rheem, among others in the industry.

Achievements: Conducted organizational culture change where customer service, teamwork, quality of processes and process

transparency were the focus of the exercise. Focused on ISO 9001 certification, decertification of the Union, application of

Poke Yoke techniques, implementation of flexible processes, incremental continuous improvement projects, capacity planning

and flexibility in logistics. Utilization of these techniques produced operational savings in excess of $500k per year.

Productivity improvements resulted in increases by 22%; turnover was reduced by 40% on an annual basis as well as an

inventory reduction of $5 million. On time delivery improved from 50% to 95%.

Manufacturing Manager BSI Chattanooga, TN August 2000 June 2003

• Responsible for the Department of Combustion Manifolds.

• Department employed approximately 77 associates with annual sales of $12 million.

Achievements: Reduction in customers’ PPM which resulted in continued business with various customers. On time delivery

reached a level of 98%. Implemented 5’s and Kaizen events. Continuous improvement programs generated a reduction in

direct labor by 50%. Successfully reduced scrap by 20% which in turn increased productivity.

Hutchinson (Division of Total Fina) July 1990 July 2000

Operations Manager (Major manufacturer of automotive parts and components)

• Responsible for the operating aspect of the manufacturing operations.

• Operations employed approximately 250 associates with annual sales of $40 million.

• Expertise in high volume complex high pressure tubing and hoses.

• Hutchinson produced high pressure A/C aluminum tubing and hose assemblies for the automotive industry.

Customers included Honda, Chrysler, Jeep, Ford, and General Motors.

Achievements: Instrumental in introducing Hutchinson to the Toyota Productive Systems. Implemented lean manufacturing

techniques which resulted in improvement in scrap and productivity. Achieved and was presented with high quality awards for

Hutchinson from Chrysler and Ford.

Tokheim Incorporated Jasper, Tennessee March 1979 July 1990

Assembly Foreman (Manufacturer of Gas Petroleum Products and Automotive and Military Fuel Pumps)

• Managed assembly department of approximately 30 associates with a plant of 150 associates.

• Expertise in the manufacture of fuel pumps and transfer system for the automotive industry and military (Governments

of the USA and Israel).

Achievements: Awarded all military fuel contracts due to the highest level of quality service provided to the Military.

Introduced SPC to the manufacturing areas and a variety of quality measuring systems to Tokheim.

E DUCATION

• Chattanooga State – August 1979

Industrial Management

• University of Tennessee at Chattanooga 1983

Business Administration

HONORS

• Received the Ford and Chrysler highest awards for Quality and Service

• Received Burner Systems President’s Award in 2001 and 2002 (2) consecutive years

• Lean Six Sigma Green Belt Training

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