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Yyyyyy x. yyyyyy

Xxxxxx, XXXXXX xxxxxx (xxx-xxx-xxxx


Operations Management Manufacturing Multi-Project Management Team Building Training / Development

Change Management Strategic Analysis / Planning Trends Tracking Profit / Loss Budget Control Forexxxxxxsting

5S Lean Six Sigma Cost-Saving Initiatives Process Optimization Policy / Procedure Development Quality Control

Supply Chain Logistics Kaizen ISO OSHA GMP Oracle SAP BaaN Organizational Development DFM DFT Compliance


  • Dynamic Executive who offers a background in actively driving winning outcomes by providing results-generating management solutions across high-volume business and manufacturing environments, and xxxxxxn exhibit verifiable success and commendable accomplishments in xxxxxxpturing million-dollar savings via 5S, Lean, and Six Sigma.
  • Entrepreneurial Top Performer who xxxxxxn make decisions to reflect positively on operations in alignment with a company s vision, value, and goals to achieve a signifixxxxxxnt competitive advantage while building strong teams.
  • Superior Change Agent who builds synergistic relationships with C-level executives, cross-functional teams, and customers, and who leads staff by example and with integrity to promote growth among mid-to-large operations.


Xxxxxxreer Highlights


  Drove disciplines and amplified focus to achieve a sustained $6.8 million in savings.

  Increased key monthly revenue from $200,000 to $2.5 million across a 5-month period.

  Successfully restructured integration and test procedures while upgrading test equipment.

  Built and sustained proven leadership team results and set a foundation for peak performance.

  Delivered continual guidance in developing execution strategies designed to boost bottom-line results.

  Revitalized (Leaned) production processes from top-to-bottom, and realigned and reset all assembly lines.

  Expertly assessed tools and took a hands-on approach on a potentially high-dollar, poorly performing account.

  Collaborated with teams to consistently meet and / or exceed goals in customer satisfaction, safety, and profits.


Professional Synopsis


BAE Systems, Inc., Santa Clara, XXXXXX 2008 Present


Operations Manager III Engineering Prototype Lab Network

  Xxxxxxpitalize on the opportunity to manage forward-thinking Engineering Prototype Operations for this $29.1-billion aerospace global defense contractor, including directing all team building, training / development, budget management, profit / loss, scheduling, and technixxxxxxl vitality for 3 high-volume regional centers of excellence.

  Deliver site-level strategic leadership to support goals while delivering high performance and delivering products to the U.S. Military, and coordinate functional support of major Engineering Prototype efforts supporting labs for Platforms and Services programs / projects for San Jose & Sterling Heights prototype sites.

  Drive Quarterly Business Review (QBR) process inclusive of multi-site facility performance to achieve objectives.

  Lead Prototype Basis of Estimate (BOE) contribution for Request for Proposal (RFP) process for program / projects.

  Ensure ability to produce via LRIP (low rate initial production) and support a transition to full overall production.

  Manage xxxxxxpital projects and budgets, and lead implementation and optimization for Engineering Prototype, labs, and a range of process and business systems metrics and tools to optimize use of Oracle and EPDM tools.


  Created and executed a highly successful outsource model resulting in a $6.8-million cost avoidance.

  Designed a one of a kind prototype, engineering, lab, and test facility to achieve an 81% cost avoidance.

  Led a Greenfield project resulting in a state of the art MI engineering prototype, lab, and test facility.

  Consolidated 7 prototype facilities to 3 sites and an industry-unique Engineering Prototype network concept.

  Ran 72 months On-Time-Delivery (OTD) at 100% vs. 78% prior due to refinement of workflow and processes.

  Executed multi-site xxxxxxpital project execution and identified and led process improvements resulting in $1.7 million in annual cost avoidance via Lean and 5S disciplines in Year One with measurable, residual efficiencies.

  Achieved a 45% xxxxxxpacity increase via modernization of BAE Electrixxxxxxl Engineering Prototype lab harness and LRU integration on a limited $65,000 budget while maintaining OTD.



Yyyyyy x. yyyyyy Page Two (xxx-xxx-xxxx


CTS Manufacturing Solutions, Inc., San Jose, XXXXXX 2007 2008


Manufacturing Operations Manager

  Strategixxxxxxlly steered cross-functional team leadership for this regional provider of Electronic Manufacturing Services with $600 million in sales, including recruiting, training, mentoring, and managing a details-focused staff of 250 mangers, program managers, engineers, supervisors, buyers, planners, and production personnel.

  Spearheaded delivery of high-volume, high mix SMT military grade harness assemblies, LRU, box build integration, and tests, and restructured box build, harness, LRU, and production line processes using 5S and Lean.

  Ensured operators were provided daily schedules and materials while reviewing processes and procedures for each integration assembly cell, initiating key investigations into failed units, and working with engineering staff.


  Drove a proactive Oracle cleanup project to reduce aged factory orders by 90%.

  Achieved and maintained 99% on-time delivery and a solid 17% cycle time reduction.

  Increased overall monthly revenue from $200,000 to $2.5 million within a 5-month period.

  Doubled new site xxxxxxpacity by developing manufacturing technixxxxxxl layout, design, and process design.

  Delivered recommendations for design improvements by facilitating valuable meetings with customers.

  Identified new process metrics, drove increased production output, and established tracking of failed units.

  Achieved a 68%+ production output increase and 32%+ first pass yield performance increase first 90 days.

  Developed (WIP) work-in-progress and material control in line with Just-In-Time (JIT) for SMT component line feed requirements, as well as organic MRP and metric tools while driving accurate master schedule processes.


VM Services, Inc., Newark, XXXXXX 2006 2007


Operations Production & Planning Manager

  Utilized broad scope of industry knowledge toward optimizing revenue targets via implementation of verifiable performance metrics for this $2.7-billion global Electronic Manufacturing Services provider, including providing daily leadership for production planning, manufacturing, warehouse, shipping, and receiving initiatives.

  Developed planning staff technixxxxxxl xxxxxxpability via implementation and training of staff in the use of SAP upgrades.


  Increased production output 12% while reducing scrap 8% and improving cycle time 37%.

  Executed streamlined manufacturing to achieve an 83% first pass yield for LRU and harnesses.

  Personally pioneered the concept aligning product fulfillment to meet customer JIT requirements.

  Established a 26% improvement in planner efficiency via process refinement to improve team alignment.


Decision One, Inc., Frazier, PA 2003 2005


Program Manager

  Led targeted decision-making in program-managing projects, including directing complex projects for successful multi-project phase completion, as well as creating strategies and policies for sustainable growth.

  Directed resource utilization and tracked daily milestone progress for this $20-million provider of IT Technology Support Services, along with proactively identifying, esxxxxxxlating, and resolving issues to meet or exceed objectives.

  Exhibited an entrepreneurial eye to employ successful business operations, strategies, and productive initiatives.

  Effectively managed program costs, forexxxxxxst program funding, requested budget, and made realloxxxxxxtion decisions.


  Successfully upheld 99% (OTD) On-Time-Delivery rates.

  Improved profitability 12% and maintained a 26% revenue growth.

  Designed and developed an effective approach aligning engineering and customer reliability.

  Led weekly program review meetings with cross functional teams, and reported status to customer.


APW Enclosures, Inc., San Jose, XXXXXX 2000 2003


Site Operations Manager

  Drove business growth by directing a 300,000-square-foot xxxxxxmpus and 3 heavy manufacturing and integration facilities, including handling profit / loss, budget control, and maintenance of a $40-million budget.

  Spearheaded solutions-generating performance across 3 business units (i.e. Hewlett-Packard, Applied Materials, Sun Microsystems) while supporting 3 program directors and 300 staff across cross-functional program management, manufacturing, engineering, planning, supply chain, quality, and shipping and receiving initiatives.



Yyyyyy x. yyyyyy Page Three (xxx-xxx-xxxx


APW Enclosures, Inc., San Jose, XXXXXX (continued) 2000 2003


Site Operations Manager

  Cost-effectively negotiated contract terms or amended established terms with a primary BAE Systems customer.

  • Managed Business Unit Directors driving profit / loss and budgets with weekly reports to site VP General Manager.


  Successfully realized positive production output of 32% and first pass yield up 12%.

  Restructured xxxxxxmpus from manufacturing to warehouse via 5S, Lean Six Sigma, and Kaizen.

  Led a program management review to positively impact scores from 68% (low) to 96% (high).

  Developed and executed strategy for customer support, reduced staff, and re-trained remaining staff.


Flextronics International, Inc., San Jose, XXXXXX 1997 1999


Operations Manager

  Played a vital role in leading a cross-functional team of 12 managers and 600+ indirect skilled manufacturing staff for a $30-billion global provider of Electronic Manufacturing Services, including managing a 24x7 100,000-square-foot factory while directing all profit / loss, budget / cost controls, technixxxxxxl vitality, and key scheduling.

  Served as a Senior Operations, Manufacturing, and Planning SME on the Flextronics BaaN implementation team.


  Introduced integrated cell manufacturing utilizing 5S and Lean Six Sigma techniques.

  Generated a 32% increase in manufacturing output and 12% first pass yield improvement.

  Consolidated and standardized processes and ensured reliable metric reporting across 3+ shifts.

  Recovered $1.8 million in revenue by developing and executing a results-focused PCB recovery plan.

  Upgraded tech xxxxxxpability to attain a 27% shorter cycle time and a sustained $507,000 annual cost avoidance.

  Processed and led equipment technology upgrades that reduced operating costs, along with improving throughput for a 23% increase in output volume through enhancement of box build assembly / integration.




University of Phoenix San Jose State University


Extensive Global Business Administration Studies Extensive Business Administration Studies


Professional Development


Professional Certifixxxxxxtions

Lean Six Sigma 5S Kaizen Total Quality Management (TQM) Statistixxxxxxl Process Control (SPC)

Failure Modes & Effects Analysis (FMEA) Design for Manufacturability & Assembly BaaN SAP Oracle


Professional Development

Stephen Covey Executive Management Strategic Sales Techniques Dale Xxxxxxrnegie

Interpersonal Relationships Creative Business Presentation Situational Leadership


Organizational Development

Mentor s Project Management Optimizing Teamwork I / II / III

Developing Organizational Structures Inventory Control Fundamentals

Communixxxxxxting Across Cultures Implementing Cultural Changes Sexual Harassment Awareness


Additional Business Development Studies

UNIX Fundamentals of Information Systems Management

Statistixxxxxxl Business Management Advanced Profit / Loss Management

Advanced Program Management Fundamentals Managing Within the Law

Decision Making Under Pressure Effective Writing for Business Essentials of Business Negotiations


Excellent Professional References Provided Upon Request

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