DAN TROJACEK
EXECUTIVE MANAGEMENT MANUFACTURING OPERATIONS
VP / Director
P&L / Multi-Facility / Productivity Improvement / Product Development /
Turnarounds / Teams
Budget & Cost Control / Union Relations / Supply Chain / Facilities / Kaizen,
Lean, Six Sigma
Process-focused, profit-driven leader with history of success managing large and
smaller, multi-facility manufacturing operations. Strategic planner with proven
analytical, problem solving, and solution implementation skills. Strong team
builder and leader with demonstrated record of minimizing costs, improving
processes and growing margins. Strong communicator with proficiency in labor and
vendor negotiations, and other strategic relationships.
Led successful quality improvement program, increasing sales 12% in less than
one year.
Decreased work force without losing essential skills, reducing labor costs 40%
at Spring Air.
Facilitated Kaizen training, saving $300K and readying plant for large new
client at Consolidated.
Turned around waffling client, immediately increasing gross revenue $600K at
Spring Air.
Developed component scanning process, becoming only Spring Air company with
automated compliance.
Moved 30M sq ft factory seamlessly within 30 days, meeting Labor Day deadline
at Consolidated.
Promoted obsolete materials for a profit, eliminating lease and $500K in old
materials at Consolidated.
Standardized metrics among plants, improving performance measurements at
Consolidated.
Reengineered component acquisition process, saving $100K yearly in
manufacturing costs at Spring Air.
Reversed stagnant culture, advancing output 43% to support a 50% sales
increase at Diamond.
Key Skills: Performance metrics. Capital planning. Administration. Plant
relocation. Employee relations. Excellent trainer. Analyze situations rapidly.
Decisive and self-motivated. Action-oriented. Effective at all levels.
Inspire others to top performance. Recognized authority in my area. Sense of
command. Troubleshooter.
BA, Business Administration, Sierra University. Lean & Six Sigma Educational
Certificates, Villanova University.
CAREER HISTORY AND SELECTED ACCOMPLISHMENTS
VP, Plant Operations / Director, Corporate Operations, Spring Air West, LLC,
2006 to 2007. Managed direct staff of eight and $80M budget, leading all
aspects of two manufacturing operations. Accountable for sourcing, procurement,
labor and production scheduling, HR, facilities management, and office
administration. Achieved cost savings and quality standards and timely order
fulfillment. Collaborated with Sales and Marketing to improve gross margins.
Developed IT security and disaster recovery strategies.
Decreased work force without losing essential skills, reducing labor costs 40%
at Spring Air. At 8% of gross revenue, labor costs were excessive on sale
products. Developed plan to level the workforce without losing key skilled
employees in the union factory. Cut labor costs to 9% below budget, saving $60K
per month.
Turned around waffling client, immediately increasing gross revenue $600K at
Spring Air. Customer kept changing his mind about design, and company kept
accumulating unusable raw materials to satisfy his waffling. Developed three
different product lines, fully utilizing the materials. Client was thrilled as
his sales skyrocketed.
Developed component scanning process, becoming only Spring Air company with
automated compliance. New legislation required flammability standards and
availability of detailed product test records. Took lead and worked with IT to
develop component scanning system and database. Met compliance deadline and was
as only company in corporation with automated compliance.
Director of Operations-West Region, Consolidated Bedding Incorporated (Spring
Air Company), 2005 to 2006. Managed direct staff of ten and $110M budget
including P&L for manufacturing operations in three states. Identified and
leveraged opportunities for continuous improvement. Oversaw Best Practices
implementation and premium product quality throughout U.S. and Canada.
contd
Dan Trojacek Page 2
Director of Operations-West Region, contd
Facilitated Kaizen training, saving $300K and readying plant for large new
client at Consolidated. Soon to take on large customer, plant was cramped for
space and could not support additional production. Organized Kaizen training
program, brought in bilingual facilitator and led training of largely non-English
speaking work force. Reduced labor and materials costs, created 4,000 sq. ft. of
additional space and increased production output.
Moved 30M sq ft factory seamlessly within 30 days, meeting Labor Day deadline
at Consolidated Bedding. Tasked to move manufacturing plant into larger factory
within 30 days without interrupting service and delivery. Developed and executed
plant to move all equipment and materials over three weekends and run production
over four-day workweeks.
Promoted obsolete materials for a profit, eliminating warehouse lease and
$500K in old materials at Consolidated. End of costly, auto-renewing warehouse
lease for obsolete materials was nearing. Goal was to eliminate lease and
materials within 60 days. Worked with Sales and Marketing to develop a promo
line of bedding using obsolete and slow-moving materials. Eliminated all
obsolete material and opted to not renew lease
Standardized performance metrics among plants, improving managements ability
to measure and improve performance at Consolidated. Inconsistent performance
measures between plant made for inaccurate benchmarks and budgets. Prepared a
dashboard of metric for each plant manager providing daily, weekly and monthly
plant-to-plant comparisons. Developed plant supervision team and shared metrics
among players.
Vice President of Operations, Spring Air Partners of California, 2002 to 2005.
Managed direct staff of ten and $70M budget in full P&L responsibilities
including product development, materials, production, shipment, transportation,
labor, scheduling, customer service and facilities. Managed local, state and
federal regulatory compliance. Served on corporate Purchasing and Manufacturing
committees.
Led successful quality improvement program, increasing sales 12% in less than
one year at Spring Air. Customer complaints about quality were increasing and
sales were decreasing. Assembled and charged team with responsibility to
increase quality without compromising production levels. Met goal and
simultaneously improved morale and quality awareness. Received Quality Factory
of the Year Award two consecutive years.
Reengineered component acquisition process, saving $100K yearly in
manufacturing costs at Spring Air. Inventory of critical, pre-assembled
manufacturing component was excessive due to purchasing in truckloads.
Negotiated with another supplier to purchase raw materials as needed and provide
assembly jigs. Assembled components in our factory.
Plant Manager, Diamond Mattress Company Inc., 1996 to 2002. Managed $25M with
oversight of P&L, operations, quality control, inventory management, procurement,
fulfillment logistics, customer service, and regulatory compliance. Developed
plant safety and environmental program.
Reversed stagnant culture, advancing output 43% to support a 50% sales
increase at Diamond. Recruited to turn around a lackluster culture and waning
productivity, which was hampering sales. Implemented daily communication,
revised scheduling and improved planning process. New culture of cooperation and
effort advanced output from 70 pieces per hour to 100+ per hour.
Other Positions: Branch Manager, Leggett & Platt, Inc., 1994 to 1996. Director
of Manufacturing, Atlas Spring Manufacturing Company Inc., 1992 to 1994.
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