Plant or General Manager Resume

Desired Industry: Manufacturing	SpiderID: 11665
Desired Job Location: Brookeville, Maryland	Date Posted: 3/9/2007
Type of Position: Full-Time Permanent	Availability Date:
Desired Wage: open
	U.S. Work Authorization: Yes
Job Level: Experienced with over 2 years experience	Willing to Travel:
Highest Degree Attained:	Willing to Relocate: Yes

Objective:
Scott Richardson
2431 Epstein Court, Brookeville, MD 20833
301/774-8508 (H) 910/987-5106 (Cell)
Email: scottrichardson8@yahoo.com

To Whom It May Concern:

After contributing to the growth and success of Carolace Industries and Linens of the Week for over 29 years, I am seeking new challenges with an enterprising company needing a plant manager with exceptional planning, leadership, and training skills who is steadfast yet flexible in the ever-changing world of manufacturing.

As substantiated in the enclosed resume, my experience encompasses all aspects of manufacturing and processing. Briefly, they are:

• Considerable experience in a start-up manufacturing plant from infancy to maturity.
• Proven ability to rapidly assimilate the nuances of a new industry quickly, contributing to the quality processes, cost reductions and efficiency improvements.
• A proven track record of success achieved through diligence, hard work, attention to detail, and a belief in a consistent application of the fundamentals of business.
• Characterized by others as a visionary and decisive, I possess keen instincts and offer skills to quickly effect change and improvement. I am equally at ease working as a team member or independently, and enjoy a leadership role where I can foster mentoring relationships, both with colleagues and employees who fall within my management purview.

I am most interested in an opportunity where I can provide strong corporate leadership and vision. I look forward to speaking with you regarding a plant manager opportunity where my accomplishments and skills can be applied to furthering the success of yet another manufacturing company. I look forward to hearing from you.

Very truly yours,

Scott Richardson

Experience:
Scott Richardson
2431 Epstein Court
Brookeville, MD 20833
Home: (301) 774-8508
Mobile: (910) 987-5106
Email: scottrichardson8@yahoo.com

PROFILE

Twenty-nine years experience as a General Manager/ Plant Manager having started a lace manufacturing facility as well as contributing to the growth in a completely new industry.

A resourceful, results oriented leader with exceptional knowledge of daily operations as well as a wealth of experience who is focused and committed to accomplishing goals.

Proven leader who contributes expertise and talent to a business that develops high quality products. Experience includes broad knowledge of all facets of manufacturing operations, personnel management and new business ventures encompassing:
• Manufacturing and production processes
• Costing
• Sourcing
• Negotiations
• Inventory
• Training and development

EXPERIENCE
Linens of the Week, Washington, D.C. 2005-2007
Linens of the Week, a 50 million dollar corporation with 1000 employees and 10 locations has serving the needs of fine restaurants, country clubs, hotels and health clubs for over 50 years. They provide table linens, napkins, towels, bed linens and garments. They operate in almost every major market along the East Coast.
PLANT MANAGER NW DIVISION, Washington, D.C. 2005-2007
Responsible for 150 plus indirect and direct labor employees and managers for a 15 million dollar plus division. Assisted in creating a management team responsible for implementing cost effective strategies, safety guidelines, and quality procedures.
Accomplishments include:
• Drove $250,000 of cost out of the system by eliminating a partial second shift and consolidating employees into a first shift operation.
• Streamlined the garment department by consolidating the washing cycle resulting in a permanent two-day improvement in process turnaround.
• Reduced annual overtime by 3% through the development of a plan, which permitted 100% loading at night enabling route men to exit earlier in the morning and return earlier in the evening.
• Improved cleaning efficiency, stain reduction reclaim, and product washing rotation enabling a 10% cost savings improvement.

Carolace Industries, Inc., Ridgefield, New Jersey 1977-2005
Carolace Industries, a 30 million dollar corporation with 600 employees, has served the needs of apparel manufacturers, retail customers and the home furnishing industry for 54 years. It provides products of embroidery, braids, Cluny lace and fabric at competitive prices.

GENERAL MANAGER/ PLANT MANAGER, Fayetteville, N. C. 1988-2005
Personally responsible for the development of newly created manufacturing plant from inception to completion. Created a highly technical team of managers responsible for envisioning and implementing operational strategies. Provided on-going training to supervisors and management on empowerment, teamwork and enhanced operational efficiencies, cost reductions and increased profitability. Maintained smooth flow of local operations while also acting as liaison between the North Carolina manufacturing plant and its product development, marketing and sales office located in New Jersey.
Accomplishments include:
• Fayetteville Plant became the preferred supplier for seven of its top 10 accounts by instituting disciplined production procedures coupled with high quality standards.
• Decreased the cost of goods by an average of 1.5 points per year over a five-year period via a program of production efficiency, capital improvement projects and an emphasis on training.
• Advised chemical engineers on reformulating dye house recipes that resulted in a 9% cost reduction.
• Redesigned a manufacturing training program resulting in fully trained employees within 6 weeks time, well ahead of targeted completion date.
• Decreased costs by analyzing the weighing of bobbin waste and creating a more efficient use, turning a 6% loss into a 3% gain.

PRODUCTION MANAGER, Ridgefield, New Jersey 1980-1988
Responsible for direct supervision of the shipping department consisting of 5 employees. Worked with other department managers on coordinating product, costing and delivery. Received orders from sales departments located throughout the country. Interpreted the orders and placed them for manufacturing. Negotiated price with outside sources. Responsible for implementing safeguards with quality control department. Accomplishments include:
• Coordinated outsourcing of our bleaching operation resulting in 90% on time fill rates.
• Revamped process of order entries and product deliveries. Revised process was then implemented into company standard operating procedures.

PRODUCTION ASSISTANT, Ridgefield, New Jersey 1977-1980
Entry-level position with no prior knowledge of industry. Hired to assist the production manager in daily operations of production.
Accomplishments include:
• Mastered all aspects of manufacturing and shipping.
• Promoted to Production Manager within three years.

CONTINUING EDUCATION AND EDUCATION
Attended ongoing management courses to improve training and efficiency capabilities. Fayetteville Technical Community College, Fayetteville, N.C., North Carolina State University, Raleigh, N.C., Clemson University, Clemson, S.C.
Queensborough College, Bayside, NY 1972-1973

Additional Information:
My Work Philosophies

It is extremely difficult to manage people sitting behind a desk. My concept is to be as involved as possible in the business and therefore be a very visible component. I do not need to become involved in day to day operations with each and every employee, however, it is vitally important that they see me and are comfortable.
My objective is to make sure that I earn the trust and respect of my employees. My philosophy is that people are not going to give you respect simply based on your title. I have to prove to them I am deserving of their trust, and vice versa.
In addition, it is extremely important to make sure the employee understands the importance of teamwork. A good employee knows their equipment, sometimes even better than the manufacturer of the equipment. This is true simply because they are working with the equipment every day. I believe it is necessary to work with that employee and to ask him how the particular piece of equipment they operate can improve productivity and quality for very little capital expense. This ultimately could add straight to the bottom line of your financial statement. Letting the employee see that you value their opinion and have made them an important part of the team is "priceless".
Here are my views regarding standards and goals. Standards are always subjective as to where the bar should be set. If you set the goal too high and therefore unattainable, it will only frustrate the employee and become counterproductive. However, if you set the goal too low, it will cost the Company money. Standards should not be set without regulation, as monitoring is necessary in order to maximize your production. Of course these standards should be realistic as well.
All employees should be mentored to and have the mentality that they are part of a team. They should be aware of the Company's goals and what is expected of them. Since standards should be monitored the expectations could change and the employee should always be kept abreast of their responsibilities.
I feel it is essential to never put all of your eggs in one basket. Therefore, you should always keep vendors on their toes. A good supplier really knows your business and should be a great asset. However, you should always search the market for new products and more favorable pricing. Your current suppliers should be aware that you are always in the market and compare prices.
I have been talking about teamwork. I have basically addressed the players, and now will move on to the managers. You must have a support team that is both technical and individualized in a specialty. The manager doesn't necessarily have to know how to perform the actual job functions for the employees they oversee, however, they must have enough knowledge to delegate and manage these people for optimum results. As I mentioned earlier, I am a visible entity in my work environment, and therefore, the manager must be as well.
Regular brainstorming meetings are extremely important. I feel that communication is the key to success. A good manager must address the negative issues or problems swiftly and not sweep them under the rug. I have seen far too many managers try to anticipate what the best move to make after diagnosing a problem is without communicating with others to obtain their suggestions and feedback. This could be disastrous and I try to avoid this situation from ever occurring.
I believe a good plant manager should be able to manage any product. After all, regardless of what a plant is manufacturing, the goals, concepts, costing, production, quality, etc. will still be the same.

Candidate Contact Information:

Name: Scott Richardson
Street:	Phone: 910-987-5106
City: Brookeville	Fax: -
State: Maryland
Zip: 20833
Web Site: