Operations Manager Resume

Title
Operations Manager

Primary Skills
Track record of success in business engineering, change management, and continuous improvement.

Location
US-PA-Carnegie (will consider relocating)

Posted
Jan-26-09


SENIOR EXECUTIVE MANAGEMENT

Visionary strategist and tactical leader with more than
10 years of experience driving sustainable growth and
best-in-class process improvement in multibillion
dollar global organizations. Track record of success in
business engineering, change management, and continuous
improvement. Demonstrated strengths in financial
management and business planning. Known as a problem
solver and team builder who excels at communicating
urgency and cultivating engagement. Proven ability to
build a results-oriented culture that capitalizes on
existing assets and promotes accountability. Excellence
in labor relations.

Continuous Improvement
Problem Solving
Lean Manufacturing
Leadership Development
Business Development
Financial Accountability
Change Management
Business Reengineering
Multi-Site Operations Management
Return on Investment (ROI)
Negotiations
Performance Metrics
Reliability-Centered Maintenance Processes
Productivity & Efficiency
Staff Training & Development


PROFESSIONAL EXPERIENCE

ATI, Pittsburgh, Pennsylvania
2004-2008

Fortune 500 fully integrated and diversified specialty
metals producers with customers in North and South
America, Asia, Africa, and Europe, and 9,700 employees
worldwide.

General Manager, Sheet Operations - Allegheny Ludlum
(2006-2008)

Provided strategic and operational direction for 3
stainless steel finishing plants in 2 states comprising
70% of the company's business and revenues.
Collaborated with business segment leaders to create
long-range strategic plans for the company. Drove new
business development, competitive positioning, and
continuous improvement. Implemented and tracked lean
manufacturing initiatives. Delivered financial and
conversion targets and ensured performance to plan,
with a focus on cost reduction, quality, and product
yield. Formulated annual budgets and spending plans as
well as an annual 3-5 year capital spending plan.
Negotiated union contracts. Managed 500 employees.

* Propelled the business segment to $1.6B in only 2
years.

* Spearheaded culture change to create a results-
oriented environment by cultivating buy-in from
management and employees, emphasizing return on
investment (ROI), operating costs, and profits.

* Trimmed plant spending $14M in year 2 and $22M in
year 2 through quality and waste targets.

* Improved efficiency up to 40% in key constraint
processing centers.

* Accelerated customer lead time 20% in all 3 plants,
lowering inventory requirements while boosting
customer satisfaction scores.


General Manager - Midland, Houston & Louisville Plants
(2004-2006)

Directed manufacturing operations of 3 stainless steel
finishing plants and 1 melting/casting facility
spanning 2 states with a total of 400 employees
producing 40% of the company's sheet metal. Ensured
financial production to goal. Managed capital spending,
maintenance, and new product and practice development.
Oversaw labor relations and plant safety. Orchestrated
benchmarking and dissemination of best practices.

* Grew Midland revenues 39% in 2 years.

* Successfully integrated assets and employees from J&L
into the ATI business model post acquisition, and
achieved profitability within 6 months.

* Reengineered the Louisville plant from stainless
steel finishing to titanium sheet finishing, deployed
new quality systems, and achieved compliance with 6
US and international standards.

* Reduced recordable rates 25% annually with the
introduction of new safety programs and processes.

* Cut 50% from automotive non-quality costs in 12
months.

* Improved productivity via United Steel Workers
negotiations for job reductions, job combinations,
and eradication of local work rules.


ARCELOR / J&L SPECIALTY STEEL, Pittsburgh, Pennsylvania
1994-2004

Arcelor is the world's largest steel producer, with
more than 40,000 employees on 6 continents; J&L was a
fully owned subsidiary producing stainless steel strip
and sheet.

General Manager, Primary Operations / Key Management
Person
(2001-2004)

Managed the complete manufacturing supply chain for
production of stainless steel coils from raw material
procurement to finishing plant delivery. Managed P&L
and tracked financial performance. Headed union
negotiations, general labor relations, and human
resources (HR) activities. Rolled out and managed
continuous improvement initiatives, benchmarking, and
sharing of best practices in a cross-cultural
environment spanning 5 facilities in the US, Europe,
and South America.

* Handpicked for a key management role during
preparation for company sale, and charged with
optimizing cash position and avoiding bankruptcy
through cooperation with customers and suppliers.

* Assembled a working leadership team that devised and
executed on short-/mid-term action plans to reduce
waste and implement global best practices.

* Led business transformation from low efficiency and
high cost to a world-class manufacturing operation.

* Slashed non-quality production 300% and improved
conversion costs 28%.

* Generated $52M as a result of improvements to raw
material practice and usage.

* Elevated safety performance 68% and made strategic
capital investments that enhanced compliance with
environmental health and safety regulations.

* Increased productivity with a 15% employment
reduction.

* Lowered cash requirements by raising raw material
inventory turns from 27 to 75 monthly.


General Superintendent, DRAP & Finishing Operations
(1994-2000)

Led the industry's largest business reengineering
project, with authoritative oversight for process
design development, startup, full commissioning, and
commercial operation of the first continuous stainless
finishing processing facility in the world. Managed the
capital budget for this $250M project. Planned and
delivered rigorous training and testing programs.
Promoted continuous improvement post-startup to
maintain maximum efficiency, quality, and cost control.
Supervised 100 hourly and salaried employees as well as
500 contractors and engineers.

* Cut initial staffing estimates 70% by negotiating a
special contract with the United Steel Workers to
staff the facility with "single-occupation workers"
trained to perform all operational, maintenance, and
quality activities facility-wide, a solution globally
regarded as best-in class.

* Surpassed productivity targets by 25% with less than
40% of the originally planned workforce.

* Increased uptime and annual output 100% with world-
class maintenance systems and approaches that
minimized equipment breakdown requirements.

* Designed and rolled out a world-class training
program with state-of-the-art training techniques and
tools and employee incentives that fostered a sense
of urgency and ownership.

* Reduced spending an average of $25M/year after
startup.

* Selected to present papers and articles on the
cutting-edge new facility to industry events and
meetings throughout the US and in Paris.


FORMAL EDUCATION

Arcelor Executive Management Development Program,
Paris, France
Graduate level coursework in marketing, finance,
leadership development, geopolitics,
and mergers and acquisitions, among other areas; 1
week/month for 2 years.

Bachelor of Arts in Economics & Chemistry
Washington & Jefferson College, Washington,
Pennsylvania


Comprehensive Listing of Technical Proficiencies
Available on Request

Certifications
See above


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