While our
operations in Brazil continue to struggle as a result of the country's economic collapse, the currency devaluation, banking collapse and supply chain difficulties, we have taken steps to limit further investment, streamline
operations and continue to
reduce costs to mitigate its effect on our
overall business.
Midwest Steel Blanking (Lombard, IL) 07/2004 — 08/2008 Director of
Operations • Oversaw daily
operations and management of 40 employees including 2 project managers • Served as an advisor to the President on all critical and strategic issues • Led presentations to banks, governmental agencies, potential investors, and large volume customers • Oversaw production, maintenance, quality control, and all other dealings with all outside vendors • Negotiated all insurance policies and contracts concerning account receivables and insurance related claims • Developed the ISO 9000 quality manual and OSHA safety awareness programs, training, and documentation • Trained future managers of the company in professional skills, managerial decision making, and business communications • Designed and implemented a new inventory control systems for managing raw - material and finished - goods • Ensured
cost control limiting the direct expenses incurred and indirect impacts such as inefficiencies, downtime, and waste • Over a 3 year period,
reduced the account receivables insurance premium from $ 55K to $ 13K / year • Renegotiated all other insurance contracts for better coverage and reduced premiums by 20 % • Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training p
reduced the account receivables insurance premium from $ 55K to $ 13K / year • Renegotiated all other insurance contracts for better coverage and
reduced premiums by 20 % • Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training p
reduced premiums by 20 % •
Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training p
Reduced «outside parts manufacturing»
cost by 50 % • Maintained the
cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making •
Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training p
Reduced down time by 60 %,
overall operation's
cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training programs