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General Manager Resume

Lexington North, Carolina


  • Visionary leader with demonstrated success delivering exceptional operational results through strategic target setting and focusing on execution.
  • Builds and empowers high - performance teams and creates a strong collaboration with stakeholders at all management levels.
  • Thinks cross-functionally applying expertise gained from large to small-sized companies in electronics, consumer, and fabrication environments. Passionately takes on new challenges and drives a culture of continuous improvement in to organizations.
  • Financial Planning | Change Management | Demand Planning | Process Re-Engineering
  • P&L Management | Performance Management | Leadership Development
  • Business Process & Strategy Development | New Product Introduction | Continuous Improvement


Confidential, Lexington, North Carolina



  • Growth: Increased plant output from 3,000 doors per day to over 8,000 in 14 months. Employee count doubled in the same time frame. Cost per door dropped over 40% utilizing new equipment installations. Cost advantaged allowed the plant to in-source 80% of third party supplier material.
  • Customer Focus: Quality department had a 24 hr response rule to complaints. Internal systems were established to track defects and feed information to systems and employees. Resulted in a 44% reduction in external customer complaints.
  • Zero Injury Culture: New equipment and poor LOTO training resulted in seven recordables in the first 6 months. Focus on new equipment evaluation, revised LOTO program, and a new case management approach reduced injuries to zero.
  • Implemented new pay structure allow pay to increase rapidly turning the average pay from $12.00 to $13.50. This $1M investment reduced turnover from 90% to 40%.
  • Created new organizational structure (without adding head count) to facilitate executing new strategic objectives. Resulted in higher inventory cycle counts, increased quality, and execution of projects.

Confidential, Cleveland, Ohio



  • P & L Management: Increased plant efficiency from 74% to 92% in the first 12 months of employment. Resulted in net profit increase from -0.1% to 12%.
  • Demand Planning: Evaluated product demand by product line by month. Created work new resource work centers and routings to accommodate fluctuations. Resulted in efficient schedule resulting in reduced changeovers and 99% material on-hand at 99%.
  • Employee Engagement: Created a daily communication tool summarizing shift performance to goal supported by bi-weekly staff meetings. Meetings resulted in new training programs, process standardization, policy creation, and shared best practices.
  • Developed 5 training programs for new employees focusing on techniques to increase machine effectiveness. Resulted in a 2% scrap reduction and $500K annual savings.
  • Eliminated machine lock-outs due to part shortages by creating an A/B/C parts management cycle counting program combined with min/max re-ordering system.

Confidential, Twinsburg, Ohio



  • Implemented new defect tracking software and escalation process. Initial software findings showed 90% of defects were caused by one component type. Project resulted in supporting plant metric to reduce RTYL by x%.
  • Developed and implemented Operations Execution plan for surface mount lines. Methodology focused on start of shift activities, external changeovers, and identifying waste activities. Project resulted in a 10% gain in efficiency.
  • Created a production line simulation model to test staffing levels, break times, and work methods. Project resulted in $150K savings in increased absorption. Overall equipment effectiveness increased 8% due to reduced downtime increasing production line efficiency by 11%.
  • Facilitated 5 training sessions certifying 24 white belts and 16 Yellow Belts using the Rockwell Production System methodology.

Confidential, Streetsboro, Ohio



  • Designed and implemented layout of 80,000 sq. ft. facility addition using value stream maps. Coordinated transfer of all production lines while maintaining 100% on-time delivery.
  • Developed and executed a scheduling system to level-loaded customer orders, displayed build attainment and linked production between key departments resulting in increased inventory turns and reduced raw material on hand by $550K. Increased on-time delivery from 76% to 99.6%.
  • Created operator seven training courses based on industry standards with assessments for competency. Internal quality failures dropped from 8% to 4% and scrap rate dropped from 9% to 4%.
  • Developed and lead implementation of Shop Floor Management System that updated production rates, routings, optimized staffing. Within one year, 5 production lines were reconstructed from batch to one-piece flow resulting in an efficiency increase from 44% to 84% (savings of $50,000 per month).

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