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| Desired Industry: Manufacturing |
SpiderID: 3709 |
| Desired Job Location: St. Louis, Missouri |
Date Posted: 9/25/2005 |
| Type of Position: Full-Time Permanent |
Availability Date: 10/30/2005 |
| Desired Wage: 150000 |
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U.S. Work Authorization: Yes |
| Job Level: Executive (President, VP, CEO) |
Willing to Travel: Yes, 25-50% |
| Highest Degree Attained: Bachelors |
Willing to Relocate: Yes |
Objective:
Manufacturing / Production / Engineering / Facilities Management
Responsive, profit-driven seasoned executive with solid background
leading multi-operational business units in large-scale, fast-paced
manufacturing environments. Outstanding record of implementing
programs to increase productivity, reduce costs, enhance teamwork,
and improve customer satisfaction. Successful at overseeing
integrated operations with responsibility for maintaining plant
production capacity, supervising human resources, ensuring safety and
environmental compliance, meeting ISO 9000 and 14000 goals, and
fulfilling customer needs.
Energetic and intense, able to focus on the big picture and promote
a high-performance, self-directed, team-based approach. Coordinate
maintenance, operations, and engineering to guarantee a steady
availability of raw materials and supplies in the manufacture of 100+
different items sold to domestic and international customers. Oversee
sales, technical support, customer service, traffic, and shipping
activities to build positive relations among customers, operations,
and corporate staff.
Experience:
DOE RUN RESOURCES CORPORATION - Herculaneum, MO 1979-Present
Steadily advanced into management positions of increasing
responsibility for this global natural resources company with 4,000+
employees and major business operations in the United States and
South America. Main products are base and precious metals such as
silver, gold, lead, copper, and zinc.
General Manager / Assistant General Manager (2003-Present)
Direct the production of lead and lead alloys used in lead/acid
battery production. Promoted to Herculaneum Division to turn around
floundering operation with labor costs substantially higher than
competitors, antiquated 100+ year-old facility, high staff turnover
rate in tight labor market, poorly trained and under-utilized
personnel, and lack of accountability among management. Implemented
Lean Manufacturing Principles and targeting $4 million in cost
reductions annualized by December 2005.
At Glover Smelting Division, managed $40 million business unit with
180 employees. Charged with increasing productivity, minimizing
waste, improving standards to reduce rework, decreasing inventory,
and bringing in-house previously contracted services. Implemented JIT
principles to substantially reduce inventory levels.
Key Accomplishments:
* Cut attrition rate by 50% and saved $50 million in training and
administration costs by redeveloping new-hire orientation with 50%
labor / 50% skills training, instituting mentoring system, and
implementing weekly evaluations to develop mutually agreed-upon
objectives.
* Within first five months, achieved $2 million reduction in labor
and operating costs.
* Within two months, improved divisional performance and cut
anticipated loss 50% by enhancing productivity and process control
across all staffing levels.
* Re-established accountability and process parameters of front-
line and department managers with clearer understanding of
performance standards and greater ownership of responsibilities.
* Reduced unit costs 5% ($2 million annualized) and, when required,
decreased workforce while still meeting operating targets.
* Overhauled records management procedures, inventoried stored
records, and coordinated record keeping in multiple locations to
ensure Sarbanes-Oxley compliance.
* Finalized and implemented security procedures to fulfill Homeland
Security regulations.
* Facilitated closing of Glover facility, maintaining activity
levels, providing outplacement services and transition counseling,
and earning appreciation and cooperation of staff.
Facility Manager (1991-2003)
Managed operations and maintenance departments in the production of
lead, lead alloys, and specialized fabrications for multi-million
dollar corporations. Ensured adherence to customized quality
guidelines from major auto makers such as Ford and GM. Fielded
complaints from internal and external customers and instituted more
responsive and open communications. Created Lead Life Cycle
Management Program to oversee products from cradle to grave. Served
as co-editor of Lead/Zinc 2000, a reference book for the Lead/Zinc
2000 International Symposium.
Key Accomplishments:
* Designed Customer Problem Resolution (CPR) process to immediately
address customer complaints, reducing complaints to one per month and
ultimately less than four per year.
* Implemented and trained staff in ISO 9000 standards, resulting in
greatly enhanced quality and increased customer confidence with fewer
visits. Saved $100,000 by training staff with in-house auditors.
* Increased sales margins 5% totaling $3 million in revenue.
* Executed plant-wide improvements to increase production 25% to
250,000 tons while reducing workforce 50% to 450 non-union employees.
* Overhauled outdated and inconsistent job training procedures and
introduced a combination of classroom instruction with on-the-job
training and testing, resulting in 60% of new workers advancing from
"zero" skills to become multi-disciplined performers in one year and
skilled operators in two years (previous training cycle was six
years).
Production Manager (1988-1991)
Supervised five direct and 320 indirect reports in all operational
units. Served on labor negotiation team and assisted in
decertification of union.
Key Accomplishments:
* Redesigned new capital installations that reduced 3% annual
failure rate of pumping system to less than 1%, resulting in
additional $2 million in yearly productivity.
* Saved an average of $350,000 in labor annually by organizing
multi-skilled team to develop and implement a fully integrated
mainframe system, enabling on-line information of products, quality,
and customer needs, to be reviewed by all divisions at any time.
Education:
SOUTH DAKOTA SCHOOL OF MINES AND TECHNOLOGY - Rapid City, SD
Bachelor of Science in Metallurgical Engineering
SOUTHERN ILLINOIS UNIVERSITY - Carbondale, IL
Coursework toward Master of Business Administration
Affiliations:
* American Society of Testing and Materials
* Battery Council International
* Missouri Mining Industry Council
* Advanced Lead Acid Battery Committee of the International Lead and
Zinc Research Organization
Skills:
CORE QUALIFICATIONS
* Strategic Workforce Planning
* Forecasting and Budget Development
* Quarterly Reports and Economic Evaluation
* Team Building and Staff Training
* Labor Relations and Contract Negotiations
* P & L Responsibility and Fiscal Oversight
* Supply Chain Management
* Change Management and Restructuring
* Relationship and Partnership Building
* EPA / OSHA / SOX / ISO Compliance
* Lean Manufacturing and JIT Implementation
* Turnaround Implementation
Computer proficiency: Microsoft Word, Excel, and PowerPoint, Email
and Internet Research, and specialized statistical, quality, and
personnel / payroll software
Candidate Contact Information:
| Name: Daniel Henke |
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| Street: |
Phone: 636-933-0405 |
| City: Festus |
Fax: - |
| State: Missouri |
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| Zip: 63028 |
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| Web Site: |
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