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Facility Operations Manager Resume

Grand Prairie, TX

Proven senior operations manager with team building, leadership and communication skills. Effective problem solver and project leader utilizing LEAN techniques to benefit the organization. Extensive background in manufacturing and distribution management. Constant focus on driving positive financial results while assuring quality standards and customer satisfaction. Team concept approach with staff development to assure high level of competency and performance.

Professional Experience

ConfidentialGrand Prairie, Texas. 2006 – Present
3PL distribution and value added production of beverage and food products. Annual sales exceeded $378 million dollars.
Facility Operations Manager: Site manager for coordinating receiving/shipping, inventory control, production, maintenance, purchasing, facilities and regulatory management for Grand Prairie customer with three buildings and 1MM sq ft in production/warehouse space.

  • Meeting all contractual and customer KPI’s to include inbound damage allowance, inventory accuracy, warehouse damage allowance, productivity goals, shipping accuracy, and material scrap variance.
  • Profit and loss responsibility for facility. Exceeding profit goals while assuring timely invoice processing and complete billing of additional work activities.
  • Composed SOPs and effective work flow for all DC activities. Revived the safety program to include monthly training, audits, and employee involvement.
  • Managing maintenance for all facilities equipment and production line. Project leader for all upgrades and new installations.
  • Developed Preferred Methods (best practices) and standardized productivity level for all hourly positions. Led implementation team for efficiency tracking system (LMS) for warehouse activities. Performs analysis for trends, develops action plans and approves incentive payout.
  • Operational coordinator for Lean program/5s rollout in both the Production and Warehouse work centers. Acted as facilitator in two other site implementations.
  • Site leader for ISO 9001:2008 recertification audit. No corrective actions were required from the event.
  • Drove activities to score superior in all AIB audits, FDA audit, Environmental Customer Review and Facility Safety audits.

Confidential,Grand Prairie, Texas. 2006
Manufacturer and distribution of personal care products. Annual sales exceeded $100 million dollars.
Director of Operations: Responsible for compounding, production, quality control/assurance and regulatory activities in the manufacturing and distribution of Food, Beverage, OTC, alcohol and cosmetic products.

  • Outlined lean manufacturing principals, developed standard operating procedures and run rules to drive throughput from 63% to 84% over a five month period.
  • Provided the structure to help the business move would toward compliance with the Texas Department of Health Drug & Food Division and Shuster Quality Labs.
  • Evaluated forecast vs. current in-house capital to determine gaps in plant capacity. Performed cost justifications to purchase new Lotion production line and Continuous Spray filler.
  • Reorganized and formalized the structure of operations to better fit the current individual skill set. Developed action items to enhance the ability, knowledge and skill in the business. Added several key team members to add bench strength to the organization.

Confidential,Dallas, Texas. 2001 – 2006
Manufacturer and distribution of personal care products. Annual sales exceeded $120 million dollars.
Manufacturing Manager: Coordinated receiving/shipping, inventory control, compounding, production and kit assembly of hair care products in a 255,000 sq. ft. facility through a support staff and a total headcount of 150 employees in a FDA environment.

  • Responsible for setting cost standards for manufacturing operations. Developed tools and reporting process to meet both internal and external goals.
  • Created and drives the new product development process in Operations. Interfaced with Marketing, Sales, Packaging Engineering, and R&D to assure “on time/every time” launch dates are met.
  • Institutionalized Best Practices, Good Manufacturing Practices, and 5S program. Scored superior rating on all audits since 2003.
  • Through training and accountability, raised the inventory accuracy rating from 67% to 99.6%.
  • Developed and led efforts to increase productivity by implementing lean manufacturing principles, standardized training and employee teambuilding. Results were as follows: Increased the asset effectiveness of the filling area from 52% to 86%. Budgeted goal was 75%. Yields increased by 15% with a result of 89%. Budgeted goal was 85%.
  • Raised labor efficiency from 92% to 115%. Budgeted goal was 105%.
  • Site steering leader for the implementation of new AS 400 Prism operating system to include RF and bar coding.
  • Formalized procedures and processes to drive First Pass Quality rating to 99.3%. Previous average was 94.2% with a goal of 98%.
  • Fiscal responsibility for a total of 6.1 million dollars budgeted involving four cost centers.
  • Received individual recognition for FY02 & FY03 Business Builder Award Recipient and Growth Development Leader. The team had group recognition for Most Improved Plant FY03, Plant of the Year FY04 and Alberto Culver’s Global Improvement Facility FY05.

Confidential., Dallas, Texas. 1998 - 2001
Wholesale value-added services and distribution of cellular phones and wireless products. Sales in excess of $2 billion annually.
Production Manager/Senior Manager - Operations: Responsible for the receiving, inventory control, production assembly, shipping, and tracking of all cellular telephone kits and wireless accessories through two facilities totaling 190,000 sq. ft. Directed the activity of 90 employees through five exempt employees and support staff. Evaluated customer requirements, developed operational procedures, and system’s owner for new business implementations.

  • Improved the production effectiveness (throughput) by 53% while streamlining the material flow process and reducing headcount by 20%.
  • Increased the efficiency of the pick/ship area by 27% while reducing headcount by 9%.
  • Responsibility for 3.3 million dollar budget.
  • Project leader for the start-up of 80,000 sq. ft distribution center.
  • Set standards and costing for new projects and departmental activities.
  • Developed and implemented quality control programs and departmental operating procedures.
  • ISO-9002 Quality manager for 6 months.
  • Performed cost justification and research to purchase Sencorp blister-pak machine, Willet LabelJet machine, tray forming equipment, and upgrade to production computer systems.
  • Leader for new business development in the Operations Group. Interfaces with Sales and Customers to determine business requirements and provided costing for operational functions.
  • Perform root cause analysis and developed solutions to U.S. Operation’s issues.

Confidential., Dallas, Texas. 1991 - 1998
Manufacturer and direct seller of skin-care products and cosmetics. Sales in excess of $2 billion annually.
Weekend Packaging Supervisor (1.2 years): Managed shift’s packaging of cosmetic products according to Good Manufacturing Practices and Standard Operating Procedures in a FDA environment.

  • Coordinated the activity of 40 production employees.
  • Directed 5 maintenance employees in the repair and maintenance of production equipment.
  • Coordinator for the weekend Du Pont STOP safety program.

Stockroom Procurement Supervisor (3 years): Responsible for maintaining and distributing a ready stock of maintenance, repair, and operational (MRO) supplies to support the Manufacturing Division. Processed the purchase of all equipment and other capital expenditures.

  • Supervised support group that processed purchase orders with an annual expenditure of 5 million dollars.
  • Fiscal profit and loss responsibility for ½ million dollar budget.
  • Used focus groups and developed operating procedures to raise the customer service rating from 68% to 99%.
  • Through negotiation and new vendor sourcing, lower the annual manufacturing operations expenditures of Packaging, Processing, and Packaging Maintenance by 35% ($300K/year).
  • Provided documentation and billing of cost centers to Accounts Payable for payment of vendor invoices.
  • Negotiated contracts, purchasing agreements, and leases with vendors.
  • Member of the Bright Ideas Committee.

Packaging Supervisor (3 years): Area leader for the quality production of cosmetic products according to Good Manufacturing Practices and Standard Operating Procedures in a FDA environment.

  • Coordinated product bulk material, components, and line personnel to maximize efficiency and meet quality standards.
  • Production team set several shift records to include Blusher pressing, Blusher assembly, Body Care line and the Pfaudler line.
  • Started Statistical Process Controls (SPQ) for Blusher pressing and the Powder filling line.
  • Team Member of the Manufacturing Safety Committee.

ConfidentialDallas, Texas. 1988 - 1991
Manufacturer and distributor of food products and bottled sports drink. Annual sales in excess of $5 billion.
Production Supervisor: Directly responsible for production line sanitation, warehousing, processing, and packaging operations while supervising 20-35 union employees in the bottling of Gatorade.

  • Functioned as operational support supervisor for equipment renovations and new product introductions.
  • Operations project coordinator for the installation of a new 64oz production line.
  • Managed upgrade projects for the bulk bottle depalletizers and Moen case erectors.
  • Focus included cost reduction, obtaining budgeted objectives, improving line efficiencies, and accurate raw material/component inventories.
  • Member of the Plant Maintenance task force and the Departmental Safety Committee.


Bachelor of Business Administration with an emphasis in Production and Operations Management. Electives in economics, accounting and system analysis.

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