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Yyyyyy x. yyyyyy

0000 xxxxxx xxxx , xxxx , xxxxx 00000 xxx-xxx-xxxx ●


Senior Management Executive Manufacturing Operations

Lean Manufacturing ~ Global Operations ~ Staffing ~ Problem Solving ~ Safety

Process Improvements ~ Change Management ~ Root Cause Analysis ~ Process Engineering




         Offer seasoned multi-site operations leadership experience spanning P&L accountability, quality control, materials management, financial administration, safety compliance, new product development, lean production methods, project management, and driving continuous improvement.

         Considerable strengths in team-building, staff leadership and development, revitalizing the workplace climate, and interfacing with personnel from all cultural backgrounds.

         Highly-skilled at defining and implementing business and production processes to maximize product quality, cost containment, revenue growth, and profitability.

         Skilled at aligning, mobilizing and directing up to 300 personnel in businesses generating $200M annually.

         Able to evaluate existing processes and procedures to identify areas of weakness and rapidly implement controls that heighten product quality and minimize expenses.

         Extremely proficient in Lean manufacturing, Six Sigma methodologies and Kaizen principles encompassing 5S, value stream mapping, Kanban system, and Gemba walks.


Professional Experience


Thermo Fisher Scientific 2003 to Present

Director of Operations, Portable Analytical Instruments (2008 to Present)

         Govern all facets of $200M business unit comprised of 200 personnel including materials planning, purchasing, shipping & receiving, quality, safety, sales, sustaining engineering, and continuous improvement.

         Introduce and integrate Lean methods and strategies as a major part of company s workplace culture.

         Devised and distributed daily management boards across 17 locations including several non-operational departments such as IT, Technical Support, and Finance.

         Leverage Gemba walks, 5S, value stream mapping, process flow improvements, visual controls, and Kaizen events to accelerate efficiency and fortify customer satisfaction levels.

         Consistently meet or surpass business goals related to productivity savings, sourcing savings, inventory reduction, and quality improvement through comprehensive monthly metric reviews with structured root cause/corrective analysis and diligent follow-up.

         Facilitate monthly town hall meetings and semiannual summits for Operations to foster communication and cohesiveness enterprise-wide.

         Elevated CAS (Customer Allegiance Score) from 42% in 2010 to 71% in 2015 by providing timely progress updates via and implementing call center to provide tech support and enhanced transparency.

         Heightened OTD delivery for depot repair and new instruments to perform consistently at 99% or greater.

         Drastically improved FPY for elemental product line from 1.5% to 80%+ since stepping into director role.

         Decreased inventory by 10 days via a VOMI (Vendor Owned & Managed Inventory) program, implementation of Kanban on over 300 parts, and standardizing SIOP (Sales Inventory Operations Plan) process.

         Accomplished defined productivity and sourcing savings year over year by leading vertical integration and LCR production in China.

         Merged analytics and RCCM (root cause countermeasure) to aggressively combat quality issues, effectively reducing warranty rate by over 50%.

         Influenced launch of an in-house X-Ray tube, dramatically lowering cost by nearly 50% from previous supplier standard.


Continued ►



Professional Experience continued Yyyyyy x. yyyyyy Page 2 of 2


         Collaboratively and seamlessly consolidated three businesses in two locations to current Center of Excellence production site in Tewkbury, realizing zero impact to customers and cultivating a platform for growth.

         Effectively positioned Portable Analytical Instruments as an Employer of Choice , attaining a voluntary turnover rate of less than 3%.

         Enriched safety compliance and engagement by instituting Speak out on Safety program including hiring a full-time EH&S professional who garnered a zero recordable rate since coming on board.

         Evaluated and recognized excellent staff performance to optimize morale, job satisfaction and productivity.


Director of Operations, Compliance Test Solutions (2003 to 2008)

         Spearheaded daily operations of $20M business unit involving analytical instruments used primarily in the semi-conductor industry.

         Oversaw staff, materials planning, procurement, shipping & receiving, continuous improvement, and sustaining engineering.

         Reduced inventory by nearly $300K and captured $600K+ in productivity savings year over year by leveraging existing resources and orchestrating high-impact process improvements.

         Lobbied for and received $62K in state funding to be used for training among Lowell population.

         Presented with 2004 Northeast Shingo Bronze prize for business s continuous improvement program.

Fruendenberg-NOK, Manchester, NH 2002 to 2003

Program Manager

         Brought on board to introduce four new components to be installed into Toyota s new 282K transmission.

         Steered full-scope program launch including customer engagement, internal operations, and supplier development.

         Ramped from 25 per day to 1,000 within seven months to successfully adhere to customer requirements.


Textron, McCord Winn Division, Manchester, NH 1991 to 2002

Plant Manager / Sr. Operations Manager Manchester Operations (2000 to 2002)

Operations Manager Manchester Operations (1998 to 2000)

Operations Manager Seating Comfort Systems (1995 to 1998)

Armature Assembly Team Leader Winchester Operations (1991 to 1995)

         Steadily advanced through a series of promotions to hold full P&L accountability for $50M plant including quality control, vendor relations, facility management, human resources, purchasing, finance, and new products.

         Championed site management during divestiture and transition of operations to China and Mexico.

         Established $7M high-pressure pump product line featuring 16 injection mold machines, three assembly lines, and over 50 production associates.

         Launched Delphi armature product line which required increasing manpower from 15 to 100 associates in less than nine months in order to meet accelerated customer timeline.

         Formally awarded for safety performance after slashing recordable incident rate by 43% and 57% in 1997 and 1998 respectively.

         Masterminded efforts to reduce inventory by 52% and 42% in 1995 and 1996 respectively.

         Successfully achieved QS9000 certification on first attempt (first Textron Automotive site to achieve this goal).


Prior background includes multiple assignments/roles with Textron Defense Systems and General Electric Company.


Education & Professional Development


MBA, Northeastern University


BS, Mechanical Engineering, magna cum laude, University of Connecticut


Executive Development Program, Textron


Manufacturing Management Program, General Electric

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