JOSEPH J.

CATONE
147 Yosemite Drive * Pittsburgh, Pennsylvania 15235
Day: 412-523-1299 * Evening: 412-793-0231 *
EXECUTIVE / GENERAL MANAGER: OPERATIONS
MANUFACTURING / CLAIMS ADJUDICATION / BANKING
Accomplished and versatile professional with 12+ years of experience contributin
g to effective operation of diverse companies through outstanding management, bu
siness development, and consulting expertise. Significant experience in creating
targeted solutions to complex operational issues through innovative process imp
rovement / reengineering and cost reduction / containment. Excel at conducting e
ffective needs assessments and cost / benefit analyses that address both short-
and long-term challenges and serve as foundation for operational and policy impr
ovements. Articulate and compelling communicator and presenter. Seasoned leader
with proven ability to provide beneficial consultation and training to clients a
nd build strong, motivated teams.
Executive / General Management Expertise * Project / Process Consultation * Oper
ations Streamlining / Change Strategic Planning / Tactical Interventions * Cost
/ Expense Control * Team Building / Leadership * Analytic
Supply Chain Logistics / Management * Regulatory Compliance * Client Support / S
atisfaction
EXPERIENCE AND ACCOMPLISHMENTS
JOSEPH CATONE CONSULTING, Pittsburgh, Pennsylvania * 2005-Present
Consulting company specializing in organizational process analysis and improveme
nt, maximizing operational efficiencies and savings / revenue enhancement throug
h innovation and behavioral change. Workforce of up to 12 consultants.
Owner / Principal Consultant
Analyze clients' operations to determine inefficiencies and identity process imp
rovement / cost saving opportunities. Ensure on-time delivery, quality products,
employee safety, proper inventory levels, and staffing levels / training. Facil
itate completion and updating of BOMs / Routings in timely manner.
* Saved multi-billion dollar international oil refinery millions of dollars and
reduced maintenance backlogs by leading several department / disciplines of oil
refinery workers to improve workflow and safety operations. Designed, developed
, and implemented targeted, effective procedures including classroom training an
d field testing / coaching. Added auditing process for sustainability.
* Resurrected company-wide organizational improvement process of multi-billion
dollar international energy company that had stalled by determining root causes
and developing targeted action plan. Analyzed processes at multiple locations, d
eveloped in-depth report outlining / pinpointing areas for improvement, and prov
ided coaching sessions with upper / middle management employees.
* Improved operations and profitability of multi-billion dollar international e
lectric power generation and distribution company by participating on consulting
team that conducted "Gap" analysis on management work process to improve both m
aintenance and operations. Operational gaps were identified; new procedures were
developed, tested, and implemented; and staff were coached and trained.
* Enhanced production scheduling, inventory levels, on-time delivery (raw, WIP,
and finished), and overall customer service for $20 million plastic compression
molding company resulting in 100% delivery rates, increase in productivity to r
ecord levels, and balancing of inventory levels to structured levels.
VANTEC, INCORPORATED, Webster City, Iowa * 2004-2005
Custom plastic injection molding company, comprised of approximately 35 presses,
that nearly doubled in size due to major expansion. Grew to workforce of approx
imately 400 staff and annual sales of $30 million.
General Manager
Guide all aspects of production, maintenance, mold changes and storage, employee
 hiring, safety, shift work, and customer service. Oversaw cost / expense contro
ls, P & L, and budget of approximately $20 million.
Vantec, Incorporated Cont
Ensured BOMs / Routings were completed and updated in timely manner. Supervised
management team comprised of 8 direct reports.
* Shepherded company's successful expansion by managing warehouse utilization a
nd capital equipment needs through purchasing of state-of-the-art engineering to
ols, utilizing latest technology to update electronic monitoring of manufacturin
g processes, and carefully reviewing Requests for Quotes. Also ensured employees
received appropriate training and facilitated maintenance and growth of client
base.
* Minimized impact of major fire on operations by managing processes and motiva
ting staff to meet production deadlines while having to clean soot from 100,000+
parts.
* Facilitated effective launching of 20 new products by introducing "early supp
lier involvement" process to operational culture that involved creation of colla
borations among all relevant disciplines / vendors who would specifically play s
trategic roles in development, manufacture, and end-use of products.
* Saved company thousands of dollars by improving production scheduling and bal
ancing of raw and WIP inventory levels through utilization of multi-levels of in
ventory to ensure adequate warehouse counts of finished goods for customer due d
ates.
JOSEPH CATONE CONSULTING, Pittsburgh, Pennsylvania * 2000-2004
Consulting company specializing in organizational process analysis and improveme
nt, maximizing operational efficiencies and savings / revenue enhancement throug
h innovation and behavioral change. Workforce of up to 12 consultants.
Owner / Principal Consultant
Conducted strategic analyses of client operations for opportunities, provided re
commendations for improvement, and quantified potential savings. Facilitated eng
ineering of specific academic modules enabling comprehension of principles and c
oncepts necessary for operational changes resulting in millions of dollars of do
cumented savings. Educated and provided training to executives to enhance awaren
ess and confidence.
* Optimized effective operation of national plastic extrusion company, utilizin
g approximately 28 extruders, by diagnosing scheduling process as being root cau
se of inventory imbalances and designing new scheduling scheme to control invent
ories. Inventory imbalances were increasing expenses by an estimated $6 million
within raw, WIP, and finished goods inventory much of which was eliminated by ne
w schedule scheme.
* Generated 20+% improvement in employee productivity for building supply compa
ny by designing and establishing 1 store / hub as being main training facility u
sed to orient new employees into company culture and ensure consistency in perfo
rmance. Process resulted in increased sales and more balanced work assignments a
nd has also been used for product knowledge and management training.
* Saved manufacturing company approximately $1 million annually by increasing p
roductivity and cost reductions through asset utilization, quality assurance tec
hniques, and reducing administrative redundancy.
ADVANCED COMPONENT TECHNOLOGIES (formally Morton Custom Plastics), Northwood, Io
wa * 1998-2000
$28 million company that supplies vacuum formed plastic, having approximately 10
formers and acoustical parts for sound suppression to agricultural, constructio
n, and off-road vehicles. Engaging approximately 10 formers, 4 water jets, CNC m
achine, perforator, and flame laminator. Workforce of about 400 staff.
Vice President of Operations
Guided all manufacturing, inventory control, warehousing, shipping / receiving,
and maintenance operations. Maintained P & L and contributed to EBIT and EBITDA
improvements.
 * Recognized for setting on-time delivery and quality records within company's
36-year operational history.
* Enhanced product delivery and quality of recently purchased company by identi
fying bottle neck in manufacturing process. Utilized equipment purchase, outsour
cing, and staffing to eliminate $850,000 in past due orders within 4 months, cre
ating dramatic turnaround in customer satisfaction.
* Generated revenue and cash flow improvements through creation of production e
nhancements and cost reductions. Reduced inventory levels to point where entire
warehouse building was eliminated.
* Maximized company's reputation and growth by achieving "partner status" with
John Deere, Caterpillar, and Case, major construction equipment manufacturers, t
hrough effective operations management and customer support.
MID-CENTRAL PLASTICS, INCORPORATED, Des Moines, Iowa * 1993-1998
Custom plastic injection molding company, comprised of approximately 30 presses
and 1 extruder, that supplied parts to agriculture, small appliance, and recreat
ional industries with annual sales of $29 million. Workforce of approximately 40
0 people.
Executive Vice President
Identified and implemented corrective action in critical areas for improvement s
uch as operations, production, and sales. Ensured BOMs and Routings were complet
ed and updated timely. Reviewed Requests for Quotes for correctness and complete
ness. Was being groomed to become company's President.
* Optimized quality and effectiveness of company's formal business processes by
serving as project manager for ISO 9000 introduction, structure, and authorship
for successful certification.
* Championed numerous operational improvements that generated cost savings and
customer satisfaction including reduction of production schedule from 24/7 with
4 teams to 24/5 with 3 teams and maintaining 100% on-time delivery schedule with
high product quality.
* Designed and developed scheduling queue that substantially eliminated overtim
e and improved productivity and on-time delivery. Enabled company to shut-down f
or 2 weeks over summer months when major customers were also inactive.
* Improved staff productivity and quality for company by designing, from incept
ion, employee training program that included full-time trainer who provided orie
ntations and designed interventions to improve job performance.
* Expanded company's worth from a "bottom-line" of $450 in 1993 to a selling pr
ice of $21 million in 1998 through innovative management and business developmen
t expertise. Named to become next President for company by owners but did not re
ceive promotion due to company's sale to another company.
THE O'NEIL GROUP / VARIOUS CONSULTING FIRMS, Hartford, Connecticut * 1992-1993
$3 million company that provided training on specific models to improve client c
ompanies' performance. Workforce of approximately 50 consultants, mostly indepen
dent contractors. Worked independently prior to joining The O'Neil Group.
Independent Consultant / Trainer
Conducted 100 "Self Managed Work Group" seminars throughout Great Britain, prese
nting various cross-functional subjects to ultimately attain total "employee emp
owerment." Established academic modules including communications, problem solvin
g, effective meetings, group development, and Kaizen. Guided variety of consulta
nt projects for companies such as Xerox, Blue Cross / Blue Shield, and The Trave
lers prior to joining The O'Neil Group.
* Enhanced employee satisfaction for client companies by approximately 15%, bas
ed on client estimates, through presentation of "Self Managed Work Group" semina
rs for The O'Neil Group.
* Generated savings of approximately $2 million for Xerox, U.S.A through operat
ional and other consulting assignments at multiple locations. Attracted attentio
n of The O'Neil Group during consultation assignment and was hired to participat
e in project for Xerox in Great Britain.
* Saved estimated $4 million in claim adjudication, data entry, and quality con
trol areas for multiple locations of Blue Cross / Blue Shield Plans and The Trav
elers through process design improvements and targeted employee training.
EDUCATION / TRAINING
Business Administration Coursework Completed
University of Pittsburgh, Pittsburgh, Pennsylvania
Project Management Training
(3-week training and diploma received)