{"id":1064,"date":"2021-06-08T15:00:57","date_gmt":"2021-06-08T19:00:57","guid":{"rendered":"https:\/\/mriomega.com\/?p=1064"},"modified":"2025-09-05T01:43:08","modified_gmt":"2025-09-05T05:43:08","slug":"manufacturing-operations-manager-194525-king-of-turnaround-ebitda","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/production-operations-quality\/manufacturing-operations-manager-194525-king-of-turnaround-ebitda\/","title":{"rendered":"Manufacturing Operations Manager (194525) King of Turnaround \/ EBITDA"},"content":{"rendered":"\n

We are truly excited to present an Operations Leader with a track record of performance that is truly EXCEPTIONAL! <\/strong>This metrics-driven, results-oriented manufacturing professional has extensive skills in building high-performance teams and leading sophisticated union and non-union manufacturing organizations. One look at his resume demonstrates that he has a proven track record at establishing operational excellence within culturally diverse environments. <\/strong> He has created and implemented metrics from scratch to turn multiple businesses around using PROSCI Change Management methods. <\/p>\n\n\n\n

Still not impressed? Then when is the last time you saw someone within 3 months was able to produce a positive monthly profit from a 4-year annual negative EBITDA?!! Or when he increased throughput by 50% while reducing production cost by 45%?!! <\/strong> He is actively searching for a new leadership role, is renting, and can move quickly! <\/p>\n\n\n\n

\u2022 Worked closely with a seasoned workforce to get the buy-in to change and implemented metrics from scratch.
\u2022 Improved EBITDA from 13.8% to 22.2%. <\/strong>
\u2022 Drastically improving overall culture and direction of the business through implementing Lean Manufacturing and Six Sigma practices
\u2022 Created and executed strategic metrics with managers to improve throughput and reduce cost.
o Within 3 months was able to produce a positive monthly profit from a 4-year annual negative EBITDA. <\/strong>
\u2022 Re-aligned departments and personnel along with job descriptions to improve communications and deliverables to customers –
\u2022 Successfully initiated aggressive growth strategies with declining markets
\u2022 ABB had no metrics system in place. I established performance metrics from scratch, which were then implemented throughout the North American Turbocharging business.
o Successfully implemented with zero TRI (Total Recordable Incidents) for over 4300 days. <\/strong>
\u2022 Effectively manage change while bringing the team together that resulted in being recognized as a \u201cBest in Class\u201d organization during a corporate wide audit<\/strong>.
o Escalated the EBIT from 1.98% to 15.31% within 5 years. <\/strong>
\u2022 Streamlined supply chain processes and strategically consolidated vendors.
o Thus, reducing the redundancy by 80% and cost by 50%.
o The business was able to achieve a 99% on time delivery rating <\/strong>of products and services to customers.
\u2022 Instituted new sales strategies, controls and metrics, and transitioned the function from a product to a solutions focus.
o Nearly tripling sales and improving margins by 20% <\/strong>
o Negotiated over 3,000 bids and 200 Long Term Agreements in a declining market.
\u2022 Eliminated non-essential staff and marginal performers (22% of the total labor force)
\u2022 Gained subordinate commitment on new manufacturing plans, processes and metrics, increasing the manufacturing yield.
\u2022 Achieved the industry\u2019s highest growth rate over an 8-year period \u2013 brought assets out of bankruptcy.
o Halted a 10-year decline in sales and grew annual revenue from $500k to $16.5M <\/strong>
\u2022 Delivered unprecedented results by
o Erasing a $3.5 million yearly cash burn rate
o Eliminated $14 million in debt.
o Grew annual revenue with total backlog reaching $54 million.
o This improved operating performance generating a $3.1 million EBITDA within 5 years.
o Increase throughput by 50%
o Reduce production cost by 45%.
o Reducing the total recordable incident rate (TRIR) from 12 to 0.5, <\/strong>
\u2022 \u2022 Reorganized maintenance and created a preventative maintenance program,
o Reduced the number of sub-contractors from 15 to 5.<\/strong>
o Improved scheduling processes
o Reduced controllable costs by 35%. <\/strong>
\u2022<\/p>\n\n\n\n

\u2022 Team Leadership
\n\u2022 Creating \/ Driving Metrics to Achieve Results
\n\u2022 Using PROSCI Change Management Methods
\n\u2022 Improving EBITDA
\n\u2022 Operations Management
\n\u2022 Mechanical Engineering- AIM, ABB, Coffin
\n\u2022 High Volume Manufacturing- AIM
\n\u2022 Batch Manufacturing \u2013 AIM, Coffin
\n\u2022 High Volume CNC Machining Operations – AIM
\n\u2022 Adjusting Production Schedules
\n\u2022 Establishing Production Sequences
\n\u2022 Cell Manufacturing Operations
\n\u2022 Blending Operations
\n\u2022 Welding Operations- AIM, Coffin
\n\u2022 Assembly Operations- AIM, ABB, Coffin
\n\u2022 Fabrication Operations- AIM, ABB, Coffin
\n\u2022 Injection Molding Operations
\n\u2022 Forging Operations – AIM
\n\u2022 Extrusion Operations \u2013 AIM, Coffin
\n\u2022 Shot Blasting Operations- AIM, Coffin, ABB
\n\u2022 Heat Treat Operations \u2013 Coffin, AIM
\n\u2022 Negotiating\/Bidding Large Contracts \/ LTA\u2019s
\n\u2022 Metal Finishing Operations
\n\u2022 Stamping Operations- AIM, CTR
\n\u2022 Union \/ Non Union Plants
\n\u2022 Continuous Improvement Projects
\n\u2022 Process Optimization
\n\u2022 Process Troubleshooting
\n\u2022 Automotive \/ Component Manufacturing
\n\u2022 Aerospace \/ Component Manufacturing- AIM
\n\u2022 Coatings Manufacturing
\n\u2022 Equipment Parts \/ Component Manufacturing
\n\u2022 Military Equipment Manufacturing
\n\u2022 Fabricated Metal, and Machinery Manufacturing
\n\u2022 Truck \/ Heavy Equipment Manufacturing
\n\u2022 Re-engineering Operations & Process Improvement
\n\u2022 Managing CAPEX Projects
\n\u2022 Managing Multiple Projects
\n\u2022 Root Cause Analysis
\n\u2022 P&L Management & Strategic Business Planning
\n\u2022 Statistical Process Control SPC
\n\u2022 Arbitration \/ Negotiation
\n\u2022 Value Stream Mapping
\n\u2022 Measuring Forecast Accuracy
\n\u2022 Order Status Reports
\n\u2022 Plant Visual Systems
\n\u2022 ERP Systems – SAP
\n\u2022 MRP Systems \u2013 E2<\/p>\n\n\n\n

EDUCATION \/ PROFESSIONAL CERTIFICATION <\/strong>
Bachelor of Science – Marine Transportation \/ Logistics- Marine Engineering<\/p>\n","protected":false},"excerpt":{"rendered":"

We are truly excited to present an Operations Leader with a track record of performance that is truly EXCEPTIONAL! This metrics-driven, results-oriented manufacturing professional has extensive skills in building high-performance teams and leading sophisticated union and non-union manufacturing organizations. One look at his resume demonstrates that he has a proven track record at establishing operational…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[311],"tags":[28,50,51,192,401,418,429],"class_list":["post-1064","post","type-post","status-publish","format-standard","hentry","category-production-operations-quality","tag-manufacturing","tag-erp","tag-mrp","tag-cost-reduction","tag-capex","tag-metrics","tag-increase-profits"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t