JOSEPH J. CATONE
147 Yosemite Drive * Pittsburgh, Pennsylvania 15235
Day:  [Send email to request phone number] 23-1299 * Evening:  [Send email to request phone number] 93-0231 * 

EXECUTIVE / GENERAL MANAGER: OPERATIONS
MANUFACTURING / CLAIMS ADJUDICATION / BANKING

Accomplished and versatile professional with 12+ years of experience
contributing to effective operation of diverse companies through outstanding
management, business development, and consulting expertise. Significant
experience in creating targeted solutions to complex operational issues through
innovative process improvement / reengineering and cost reduction / containment.
Excel at conducting effective needs assessments and cost / benefit analyses that
address both short- and long-term challenges and serve as foundation for
operational and policy improvements. Articulate and compelling communicator and
presenter. Seasoned leader with proven ability to provide beneficial consultation
and training to clients and build strong, motivated teams.

Executive / General Management Expertise * Project / Process Consultation *
Operations Streamlining / Change Strategic Planning / Tactical Interventions *
Cost / Expense Control * Team Building / Leadership * Analytic
Supply Chain Logistics / Management * Regulatory Compliance * Client Support /
Satisfaction

EXPERIENCE AND ACCOMPLISHMENTS
JOSEPH CATONE CONSULTING, Pittsburgh, Pennsylvania * 2005-Present
Consulting company specializing in organizational process analysis and
improvement, maximizing operational efficiencies and savings / revenue
enhancement through innovation and behavioral change. Workforce of up to 12
consultants.
Owner / Principal Consultant
Analyze clients' operations to determine inefficiencies and identity process
improvement / cost saving opportunities. Ensure on-time delivery, quality
products, employee safety, proper inventory levels, and staffing levels /
training. Facilitate 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 and
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,
developed in-depth report outlining / pinpointing areas for improvement, and
provided coaching sessions with upper / middle management employees.
 * Improved operations and profitability of multi-billion dollar international
electric power generation and distribution company by participating on consulting
team that conducted "Gap" analysis on management work process to improve both
maintenance 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
record 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
approximately 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
controls, 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
and capital equipment needs through purchasing of state-of-the-art engineering
tools, utilizing latest technology to update electronic monitoring of
manufacturing 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
motivating staff to meet production deadlines while having to clean soot from
100,000+ parts.
 * Facilitated effective launching of 20 new products by introducing "early
supplier involvement" process to operational culture that involved creation of
collaborations among all relevant disciplines / vendors who would specifically
play strategic roles in development, manufacture, and end-use of products.
 * Saved company thousands of dollars by improving production scheduling and
balancing of raw and WIP inventory levels through utilization of multi-levels of
inventory to ensure adequate warehouse counts of finished goods for customer due
dates.

JOSEPH CATONE CONSULTING, Pittsburgh, Pennsylvania * 2000-2004
Consulting company specializing in organizational process analysis and
improvement, maximizing operational efficiencies and savings / revenue
enhancement through innovation and behavioral change. Workforce of up to 12
consultants.
Owner / Principal Consultant
Conducted strategic analyses of client operations for opportunities, provided
recommendations for improvement, and quantified potential savings. Facilitated
engineering of specific academic modules enabling comprehension of principles and
concepts necessary for operational changes resulting in millions of dollars of
documented savings. Educated and provided training to executives to enhance
awareness and confidence.
 * Optimized effective operation of national plastic extrusion company,
utilizing approximately 28 extruders, by diagnosing scheduling process as being
root cause of inventory imbalances and designing new scheduling scheme to control
inventories. Inventory imbalances were increasing expenses by an estimated $6
million within raw, WIP, and finished goods inventory much of which was
eliminated by new schedule scheme.
 * Generated 20+% improvement in employee productivity for building supply
company by designing and establishing 1 store / hub as being main training
facility used to orient new employees into company culture and ensure consistency
in performance. Process resulted in increased sales and more balanced work
assignments and has also been used for product knowledge and management
training.
 * Saved manufacturing company approximately $1 million annually by increasing
productivity and cost reductions through asset utilization, quality assurance
techniques, and reducing administrative redundancy.

ADVANCED COMPONENT TECHNOLOGIES (formally Morton Custom Plastics), Northwood,
Iowa * 1998-2000
$28 million company that supplies vacuum formed plastic, having approximately 10
formers and acoustical parts for sound suppression to agricultural, construction,
and off-road vehicles. Engaging approximately 10 formers, 4 water jets, CNC
machine, 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
identifying bottle neck in manufacturing process. Utilized equipment purchase,
outsourcing, and staffing to eliminate $850,000 in past due orders within 4
months, creating dramatic turnaround in customer satisfaction.
 * Generated revenue and cash flow improvements through creation of production
enhancements 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,
through 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
recreational industries with annual sales of $29 million. Workforce of
approximately 400 people.
Executive Vice President
Identified and implemented corrective action in critical areas for improvement
such as operations, production, and sales. Ensured BOMs and Routings were
completed and updated timely. Reviewed Requests for Quotes for correctness and
completeness. 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
overtime and improved productivity and on-time delivery. Enabled company to
shut-down for 2 weeks over summer months when major customers were also
inactive.
 * Improved staff productivity and quality for company by designing, from
inception, employee training program that included full-time trainer who provided
orientations and designed interventions to improve job performance.
 * Expanded company's