Sam R.

Woods
601-850-4521; swb991fc@westpost.net
814 Reserve Drive, Clinton, MS 39056
Manufacturing Plant & Operations Manager
Top-performing, visionary Operations Manager with direct P&L responsibility for
multi-site manufacturing, assembly, and distribution operations. Delivered stron
g revenue and profit gains and multi-million dollar cost reductions. Expert lead
er with solid negotiation, communication, client relation, and business developm
ent aptitude. Strong focus on EPA compliance concerning hazardous waste, air pol
lution, hazard communication, and OSHA requirements. Successful organizational t
urnarounds acquired through innovative problem-solving and motivational leadersh
ip.

Project Management ... Restructuring ... Start Ups & Turnarounds ... Strategic P
lanning ... Assembly Automation ... Risk Management ... Needs Assessment ... Pol
icy Development ... Succession Planning ... Preventive Maintenance ... Oracle ..
. SAP ... CMMS ... Lean Manufacturing Concepts ... Six Sigma
Professional Experience
NCI Group Inc. (Metal Coaters Division), Jackson, MS 2007 to 2010
One of the largest steel coil coating manufacturers nationwide, producing high-q
uality, pre-painted metal coil coating solutions to manufacturers in various ind
ustries. Offers a complete line of metal finishing, client-specific coating solu
tions.
Regional Operations Manager
Hired to transform employee morale and improve organizational decision-making an
d problem-solving aptitudes. Introduced management strategy based on individual
accountability and internal leadership development. Total P&L for $24M operating
plan and $2.1M Capital budgets with seven direct, 101 indirect, and six inside
sales reports. Developed and managed various programs aimed at improving employe
e recognition, safety, communication, and Six Sigma & Lean concepts.
* Achieved target safety score of 0% accidents in a 12-month period.
* Acquired results of 2% or less for process downtime and .5% or less for unsche
duled maintenance downtime.
* Accomplished 439 days without LTA and 400+ days without OSHA Recordables throu
gh focus on accountability and implementation of employee reward system driven b
y organizational results and individual contributions.
* Reduced MS Operations quality rejects from 2.3M lbs. to fewer than 400K lbs. i
n 12-month period while increasing total plant Prime Yield 94.3% to 98.3% by int
roducing Lean Manufacturing Concepts and quality improvement.
* Cross-trained employees to decrease staffing costs while increasing output fro
m 1.2M lbs. per day to 1.5M lbs. per day.
* Saved $950K per yr through Six Sigma Lean team that reduced scrap & re-working
s by 53% (edge blisters) & 70% (low film).
* Decreased customer lead times from one week to less than three days by reorgan
izing inventory process flow and reducing truck wait times from 150 minutes to l
ess than 75 minutes.
Aleris Roll Products (Formerly ALSCO and Owens Corning) 2000 to 2007
Global leader in production and sale of aluminum rolled and extruded products, r
ecycled aluminum, and specifications alloy manufacturing. Roxboro facilities spe
cialize in coil coating rolled aluminum and fabrication to be used in residentia
l housing market.
Plant Leader, Roxboro, NC (2001 to 2007)
Transformed plant to attract for new business by encouraging personal accountabi
lity in attainment of organizational goals. Introduced new management vision foc
used on improving communications and developing internal leaders. Enhanced emplo
yee involvement, morale, safety, quality, and costs through employee recognition
, gain sharing, proactive safety, and communication center programs in all plant
s. Executed Foundation Training to introduce Six Sigma and Lean concepts. Initia
ted Customer of the Month and Vendor of the Quarter programs to increase custome
r recognition. Full P&L for $23M operating and $1.5M Capital budgets with 10 dir
ect and 250 indirect reports. Pioneered project team reporting to track quarterl
y progress improvements.
* Grew profitability year over year from $1.6M to $27MM EBITDA.
* Maintained target safety score of 0% accidents in 12-month period.
* Preserved results of 2% or less for process downtime and .5% or less for unsch
eduled maintenance downtime.
* Opened necessary positions for technical resources by cutting salaried supervi
sion 20%.
* Encouraged employee community involvement leading to NC Governor's Award for o
utstanding Volunteer Service.
* Led by example as Campaign Chairman for three years and Board President one ye
ar for Person County United Way.
* Awarded Best in Safety Practices by National Coil Coasters Association for thr
ee years due to implementation of various employee developed safety programs.
* Boosted profits dramatically through reducing Plant Quality Hold area from 2M
lbs. to less than 100K lbs. in 12-month period and cutting total plant process s
crap 1.7M lbs. per month to less than 600K lbs. per month by building new Job Wo
rk Instruction and creating fast-acting trouble-shooting guides.
Operations Leader - Composite Systems Business, Amarillo, TX (2000 to 2001)
Assisted turned around previously underperforming plant to achieve planned budge
t consistently for a 12-month period. Controlled 13 direct and 600 indirect repo
rts with budgets of $108M (operating) and $34M (Capital). Collaborated with Engi
neering, EH&S, and Human Resources on strategic plans to achieve strong bottom-l
ine results. Supported organizational transition from manufacturing to employee-
involvement based. Partnered with Employee Review Board regarding employee dispu
tes.
* Supported attainment of ISO 14000 (Environmental) & BSI 18000 (Safety) Certifi
cations to compliment ISO 9000.
* Personally led four process improvement teams in assisting facility to improve
financial results 10 %.
* Promoted 20 hourly supervisors to increase employee accountability for operati
onal requirements.
* Partnered in achieving waste reduction improvements from 11.3% to 9.3% in a 12
-month period.
* Utilized Lean Manufacturing Concepts to improve processes and reduce primary w
orkforce by 50 employees while increasing total plant efficiencies 5%.
Black & Decker Company - Kwikset Division, Bristow, OK 1998 to 2000
$600M security hardware division producing 125K+ locksets daily and for Lowes, H
ome Depot, Wal-Mart, etc.
Operations Leader (1999 to 2000)
Team Leader CEDO Cell (1998 to 1999)
Promoted to manage $40M operating and $5M Capital budgets for up to 7 direct and
1050 indirect reports within plating, power painting, and assembly lines. Impro
ved plant performance through optimizing quality, costs, delivery, and safety wh
ile enhancing internal working relationships. Championed business strategies and
implemented lean manufacturing and continuous improvement concepts. Executed va
rious Kaizen events that led to assembly work cell redesign including decrease o
f temporary employees to increase line change order flexibility.
* Replaced temporary employees with permanent hires cutting plant turnover rate
50% and stabilizing workforce.
* Enhanced background and final assembly production by 15% in a three-month peri
od.
* Maintained 98+% service levels to top national retailers.
* Instituted hourly Performance Appraisal founded on 60% data and 40% subjective
.
* Organized hourly workforce assignments and daily operating through creation of
1000 employee roster.
* Increased DECO final assembly production 15% while simultaneously boosting cus
tomer service rating.
Breed Technologies (Formerly AlliedSignal), Knoxville, TN 1992 to 1997
Assembler of seatbelt and airbags for automotive industry
Manufacturing Supervisor (1997 to 1998)
Oversaw five teams totaling 158 employees including team leader training and wee
kly team meetings on production requirements, employee and team goals, process e
fficiencies, and upcoming programs.
* Improved GM cushion sew and Rodeo Isuzu Module assembly line production 17% wh
ile simultaneously functioning with 15% fewer employees.
* Achieved 100% schedule attainment through collaboration with material departme
nt and customers to meet production requirements and ease quality concerns.
Lead Manufacturing Supervisor (1995 to 1997)
Manufacturing Supervisor (1995)
E-Coat Operator (1992 to 1995)
Fast-track promotion through a series of supervisory roles and associated operat
ions including management of up to 150 hourly employees in nine departments that
process more than 1M parts daily. Led Metal Finishing Business Improvement Team
in assigning and monitoring charters for 20+ natural work teams responsible for
QS9000- JWI, process improvement, and process layouts. Directed Metal Finishing
Scrap Team in ensuring current and accurate date scrap reporting for Metal Fini
shing Department.
* Led plant certification by implementing QS9000 procedures for metal finishing
department.
Education
B.S. - Personnel Management, University of Southern Mississippi, Hattiesburg, MS
A.A. - General Business, Hinds Community College, Raymond, MS
Financial Reporting for Non-Financial Managers, Duke University Fuqua School of
Business, Durham, NC,
Six Sigma Champion Training, Aleris Roll Product
Greenbelt trained and certified with Black & Decker
Greenbelt trained and certified with AlliedSignal SRS