PAUL D. GETZ
117 Old Middletown Road
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Media, PA 19063
610-555-7849 (Res.)
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610-555-2337 (Cell)
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pdgetz123@internet.com
Senior Operations Executive
successful at building corporate value for a
$3.6 billion consumer products manufacturer
operating on 4 continents. Expert at
executing automated manufacturing
systems/processes and Operational Excellence
initiatives, while enhancing performance,
improving quality, reducing costs, and
generating sustainable revenue/EBITDA
gains. Skilled at managing financial
turnarounds and corporate renewals, with a
solid understanding of international labor
laws. Adept at representing the company in
the print media and on network television.
Key qualifications include:
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P&L Management & Strategic Business
Planning |
·
Cross Border Trade & Finance
Transactions |
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·
Multi-Site Global Operations &
Process Improvements |
·
Customer, Vendor/Supplier & OEM
Relationships |
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·
International Sourcing & Supply
Chain Management |
·
Major Capital Expenditure Planning &
Management |
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·
Budgeting (Operating/Capital) &
Pricing Strategies |
·
Costing, Margin/Profit Improvement &
ROI |
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·
Acquisitions/Due
Diligence/Integration &
Divestitures |
·
Joint Venture Partnerships &
International Alliances |
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Master of Business Administration
· Management
Operations
·
The University of Chicago, Chicago, IL |
|
Bachelor
of Science (Sigma
Cum Laude)
·
Mechanical Engineering
·
The University of California, Los
Angeles, CA |
PROFESSIONAL EXPERIENCE
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GLOBAL MANUFACTURING CORPORATION,
Malvern, PA
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2001 to
Present |
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Senior Vice President, Global
Manufacturing
(2004 to Present)
Promoted as part of a new management
team and charged with turning around
this poorly performing global
consumer products manufacturing
company operating in 11 countries
throughout Europe, Latin America,
Southeast Asia and North America.
Hold full P&L responsibility for all
manufacturing operations – including
a $48 million R&D function – and
direct 3,600+ employees located at
16 manufacturing and 24 distribution
facilities. Manage yield
improvements, negotiate 7-, 8- and
9-figure deals, and oversee capital
projects valued up to $235 million.
Report to the President/CEO. |
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· |
Executed a strategic
manufacturing
revitalization
initiative and played a
key role in reversing
the corporation’s
fortunes, growing CY2003
sales revenues from $784
million (with $28
million in EBITDA) to
$3.6 billion in annual
revenues (with $810
million in EBITDA) by
the end of CY2007. |
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· |
Replaced inefficient
expatriate managers with
indigenous leadership
accustomed to
supervising low-cost
labor, streamlined work
processes, introduced
new production-line
technology, and launched
a Six Sigma initiative
that saved $61 million
within the first year
and generated cumulative
savings of $374 million
over a 3-year period.
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Eliminated non-essential
staff and marginal
performers (12% of the
total labor force) and
gained subordinate
commitment on new
manufacturing plans,
processes and metrics,
increasing the
manufacturing yield for
all but 4 of the
company’s 29 product
lines by an average of
17% and dropping $103
million to the bottom
line. |
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· |
Revamped the business
model and sold-off 10
products for $64 million
that were no longer
aligned with the firm’s
core focus, allowing for
the concentration of
capital and energies and
improving earnings by
13˘ per share. |
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· |
Slashed the number of
sub-contractors by
nearly 30% and
consolidated/moved 5
high-cost manufacturing
facilities into 2
moderately-priced
operations in Mexico and
Thailand, saving more
than $186 million
annually. |
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Reduced the number
of vendors by 28%,
renegotiated
price/quality/delivery
guarantees for the
238 remaining
contracts, and
implemented a JIT
integrated supply
process that reduced
global inventory by
$86 million. |
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· |
Led a design effort
with R&D for a
third-generation
upscale appliance
line that allows the
various models and
options to be
configured near the
end of the assembly
process. Effort
reduced
work-in-progress by
64% and saved parts,
labor, unique
assemblies and floor
space, slashing
overall production
costs by $14.7
million annually. |
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Achieved a company
record by reducing
the total recordable
incident rate (TRIR)
from 5.37 to 0.51,
the lost time
incident rate (LTIR)
from 1.9 to 0.03,
and environmental
incidents by 99%. |
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Vice President, Domestic
Manufacturing
(2001 to 2004)
Directed all production operations
and supply chain initiatives for
this $876 million consumer goods and
small appliance division with 6
manufacturing plants and 8
warehousing facilities located
across the United States.
Supply chain responsibilities
included logistics, distribution,
and procurement of raw materials,
parts, equipment and services.
Led a multi-disciplined staff of
2,480 employees through 11 direct
reports with a $390 million
operating/capital
budget. |
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· |
Automated production
lines and recruited
capable leadership to
upgrade the
manufacturing and supply
chain teams, cutting
production costs by an
average of $2.09 per
product unit and saving
$89 million annually. |
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· |
Initiated a statistical
process control
initiative as part of a
new quality assurance
program that reduced
off-spec production from
an average of 9% to
0.07% and saved nearly
$55 million annually. |
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Improved annual cash
flow $68 million by more
effectively managing
accounts
payable/receivable and
finished goods
inventory. Negotiated a
$93 million inventory
reduction through a
vendor-owned consignment
program. |
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· |
Oversaw the construction
and operation of
co-generation facilities
at 2 manufacturing
sites, significantly
improving the
reliability of
electrical service and
saving $3.8 million in
annual utility costs. |
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· |
Worked with a Numeric
Control Programmer to
slash the tooling budget
from 23% over annual
budget to 4% under
budget, saving an
estimated $9.4 million
annually. |
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SEABOARD MANUFACTURING CO., INC.,
Chicago, IL |
1985 to 2001 |
|
Vice President Manufacturing
(1997 to 2001)
Led all production initiatives for
this international consumer
appliance manufacturing company with
annual sales of $1.8 billion.
Translated long-term strategic
objectives into short-term
manufacturing strategies and managed
6 manufacturing facilities located
in the United Kingdom (1), Canada
(1) and the United States (4),
employing 2,700 union/non-union employees.
Negotiated with vendors and held
autonomous oversight for capital
projects valued up to $95 million. |
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· |
Created an Operational
Excellence model that
detailed best practices
for critical processes
and formed/trained
technology teams to
implement the best
practices at all 6
manufacturing sites,
saving $37.5 million
annually. |
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· |
Reorganized maintenance,
reduced the number of
sub-contractors from 55
to 28, improved
scheduling processes,
and installed new
production-line
technology, reducing
controllable costs by
$14.6 million annually. |
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Led the bargaining team
during negotiations with
3 unions representing 2
under-performing plants,
winning more stringent
performance metrics and
saving $1.3 million in
projected labor costs
over the 3-year
contracts. |
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· |
Managed the integration
of 2 manufacturing plant
acquisitions valued at
$124 million, completing
the assimilation on
schedule with no
disruption to key
business processes and
saving $9.4 million in
redundant operating
costs. |
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General Manager
- Houston, TX (1994 to 1997)
Accountable for manufacturing,
capital equipment justification,
process improvements, cycle time
reductions, costing, scheduling,
risk initiatives, distribution,
warehousing, procurement, finance
and HR. Managed 860 union/non-union
employees and 13 production lines,
with an annual operating budget of
$385 million and a capital budget of
$40 million. |
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· |
Eliminated 18% of the
workforce, redesigned
work processes,
automated purchasing and
warehousing, eliminated
25% of the vendors, and
cut inventory by 31%,
cumulatively saving more
than $35 million
annually. |
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· |
Achieved numerous
production records
during a period of
extremely high sales
demand and played a
pivotal role in
delivering record
profitability of $680
million in CY1996. |
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Assistant General Manager
- Baltimore, MD (1991 to 1994)
Managed day-to-day production
operations, maintenance and
engineering, with responsibility for
improving on-stream time, reducing
costs and upgrading product
quality. Managed 218 employees and
a $16 million operating budget. |
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Eliminated 5
unprofitable production
lines, reduced staff
from 620 to 218, and
introduced the concept
of self-directed work
teams, reducing
operating costs by $17.3
million annually. |
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Early Positions Included:
Production Manager
(1989 to 1991), Maintenance
Manager (1986 to 1989),
Maintenance Supervisor (1985) |
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