DANIEL H. FERRELL
401 Venneman Ave.     Glendale, MO 63122      [Send email to request phone number] 22.4127/h      [Send email to request phone number] 94.5642/c  
  

SENIOR EXECUTIVE
strategic business planning     operations management     technology utilization
    process improvement
 cost reduction     supply chain management     customer service
An accomplished resource manager with progressive experience and a leadership
record of results in leveraging technology to accommodate dynamic business
growth. Clear oral and written communicator. Expert planner, adept at identifying
and overcoming critical issues, in a complex manufacturing environment. 
 ‚   ‚   ‚ 
A proven team leader with high expectations, virtually zero turnover and a
reputation for doing the job right. Proactive, logical and flexible problem
solver; skilled in obtaining information needed to make sound business decisions.
Significant bottom-line contributor, with a passion for attaining high-quality
results. 

   PROFESSIONAL EXPERIENCE   

CONTROL DEVICES LLC 10/07  “present
Engaged to develop infrastructure to support sales growth from $26 million to
$75 million over 5 years. 
Vice President/General Manager
Assumed Customer Service and Supply Chain Management with reassignment to
corporate headquarters upon sale of Cdex and Control Devices to private equity
group. Currently hold P&L accountability for $26 million valve manufacturer
marketing to the compressor, pressure washer, specialty gas and fire suppression
industries worldwide. Oversee 2 production facilities and 124 employees. 
   Developed a system to accurately track monthly and daily cash flow.
Restructured all production departments to meet aggressive sales targets. Slashed
past-due customer accounts 91.7% ($ 145K to $ 12K) within first 4 months. 
   Implemented comprehensive CRM process incorporating contact information,
historical order documentation, daily notification of order status, and updates
on JIT and/or forecasted production requirements. Modified the production
planning cycle, to take advantage of routine, weekly, customer order updates.
   Developed new process, incorporating and merging data from customer orders
into a real-time production schedule by work cell. Successfully resulting in
improving on-time delivery from 72% to 98%.

CDEX INC. (Division of Control Devices, Inc.) 1998  “2007
Vice President of Operations 
Managed all functions of the machining and manufacturing subsidiary of Control
Devices Inc. This stand-alone facility operated on multiple shifts, with 50
full-time employees. During this period, sales grew from $ 3 million in 2000, to
over $ 12 million in 2007.

   Consolidated three, separate, machining locations into one facility,
providing 18000 square feet of total manufacturing space, including absorption of
newly acquired Turned Parts Inc.
   Sourced and selected vendors; instituted machine scheduling and shop floor
control procedures; interviewed and hired all management personnel, critical to
the successful, on-going growth of the company.

   Implemented inventory and production management information systems required
to support all phases of the business; introduced JIT delivery reducing inventory
by 50%, increasing inventory turns from 5.7 to 11.6 times; increased metal
purchases from 1.3 million to 5.3 million pounds per year to realize volume
discounts, while negotiating significant scrap sales to boost revenue.
   Increased overall production capacity, by adding eight Hydromat Rotary
Transfer Machine Centers, expanding production capacity over 650%, increasing
monthly parts-production output from 330,000 pieces to over 2 million pieces per
month.
   Created and implemented specific, internal training programs, to facilitate
internal hires/promotions; led employee training to facilitate, initial, ISO 9001
certification, passing the initial audit in 2005 on the first attempt, and the
Tri-Annual audit, in the fall of 2007.

CONTROL DEVICES, INC. 1991  “1998
Re-engineered manufacturing operations, inventory control, reporting and
decision support by reviewing all functions and processes, at every level within
the organization, to enhance efficiency, competitiveness and market agility, in
an increasingly competitive global environment.
Vice President Operations 1995  “1998; Production Manager 1991  “1995
Recruited on word-of-mouth recommendation by manufacturer  's representative.
Held full P&L accountability for manufacturing operation with 60 employees and
$12 million in annual sales. Worked closely with ownership to develop and manage
budgets.
   Provided an integral leadership/strategic business planning role as the
first non-family company officer. Formulated and implemented corporate-wide
policies and procedures.
   Drove technology utilization to expand production of control and safety
valves, add new (more profitable) products for niche markets and enhance
competitiveness without restructuring. These actions provided a platform that
accelerated growth from $5.6 to $12 million in 5 years, boosting throughput from
30,000 safety valves per month to today  's .5 million by leveraging new
technologies to increase efficiency.
   Researched, justified, and implemented, Macola ERP software, in a company
that had no historical engineering part numbering system, no automated systems,
and no production reporting.

DYNAQUIP CONTROLS, INC. and RAMSTAR INC. 1978  “1991
Vice President Manufacturing 1982  “1991; Director of Manufacturing 1978  “1982
An integral member of a newly formed management team, required to develop the
business plan for all manufacturing processes, necessary to continue on-going
operations by a spin-off of the Fluid Controls Division, from Chemetron
Corporation.

   Established all requirements for machinery and equipment used in production,
assembly, testing, and other related operations.
   Developed and established the manpower levels to support the rapidly growing
sales and production requirements.
   Designed and supervised the construction of a new, 44,000 sq. ft. production
facility. This allowed the company to move out of the shared space occupied since
the spin-off; adding additional equipment and necessary personnel to continue
growing for the next ten years.
   Initiated production of Satellite Television Antenna Positioners, for a new,
wholly owned subsidiary, Ramstar Inc. Designed and built a new, 17,500 sq. ft.
facility in Fenton, Mo., facilitating exponential growth from zero to $ 4.5
million in sales over 30 months.