Experience

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  Capsa Healthcare

  • United States
  • Medical Equipment Manufacturing
  • 200 - 300 Employee

  • Buyer Planner

    • Nov 2007 - Present

    Administer over $2 million in inventory while also managing products for priority parts orders and providing at-risk assessments for current sales orders; plan and order fabricated and molded parts for 2 of 3 product lines (representing 70-75% of production).Collaborate directly with largest suppliers and modify delivery schedules to meet current sales and reduce on-hand inventory; research and resolve inventory discrepancies; regularly use MRP, ERP and MS Excel.

  • First Line Supervisor

    • Aug 2000 - Nov 2007

    Oversaw and contributed hands-on to production of last-station parts and accessories; trained and ensured performance of 12-15 assemblers (functioning at 3 different skills levels). Scope of responsibilities included project review and error resolution; material order processing and distribution throughout line; project programming; work inspection and issue resolution.• Improved productivity through consistent training of assembly staff; included coaching of senior assemblers to increase overall efficiency.• Prevented work stoppage and slowdown through effective review of contracts and recognizing issues prior to placement on manufacturing line.• Initiated first pre-quality control inspections resulting from technical products with several parts requiring inspection but unable to be physically inspected by quality control

• 

  Columbus Washboard Company

  • Columbus, Ohio Area

  • Production Manager

    • Jun 1989 - Dec 1999
    • Columbus, Ohio Area

    Administered manufacturing operations, maintained equipment functionality and contributed to overall profit and loss performance; hired, trained, motivated and ensured productivity and quality performance of 11 hourly staff. Sourced and purchased raw materials (lumber, tin, brass and glass) as well as office supplies.• Reduced material costs 11% and labor costs 7.8% through research and location of new sources and product re-engineering.• Lowered price of lumber nearly 20% as well as minimum purchase of glass 50% through negotiation of contracts for larger loads of cut stock (wood) and special run glass.• Improved productivity and reduced labor expense through re-engineering of washboard products.

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  McCarter Center

  • Technical Director

    • Sep 1983 - Jun 1989