SANDERS M. HOLSTON, JR. (SANDY)
150 Skylar Lanes Way
Winchester, Va. 22603

 (434) 770 6481 (Cell) 

SUMMARY

Highly motivated, results oriented operations and quality professional with 20+
years experience in a Fortune 500 manufacturing company. Dedicated team player
with global experience; excellent analytical, interpersonal and leadership
skills; and a consistent track record of strong performance. Knowledgeable in all
aspects of operations and quality management to include continuous improvement,
TQM, supply chain management, purchasing, quality control/assurance, planning,
budgeting, resource management, production, customer service and customer
satisfaction.

PROFESSIONAL EXPERIENCE

ESSEL PROPACK AMERICA-Danville Va. 2007 - Current

Plant Manager
Responsible for financial and operational performance of a 206 person, high tech
manufacturing operation with $60 Million in annual sales. Reports to the Vice
President, Essel Propack Americas.
 * Developed and implemented plans that resulted in an improvement in On Time in
Full Customer Shipments from 50% to 98%.
 * Developed and implemented plans that improved the operation's Profit After
Tax by $4.5 million dollars. Cost Reduction portfolio developed that resulted in
$4.0 million dollars in annual savings.
 * Developed and implemented a comprehensive Safety and GMP process that
resulted in a 33% reduction in safety instances and in becoming the corporate
benchmark for GMP implementation.
 * Developed and implemented a detailed Organizational Development plan that
included a leadership development and mentoring program and detailed training
plans for all job functions in the organization.

AMERICAN WOODMARK CORPORATION-Winchester, Va. 2006 - 2007
Director, Product Quality
Responsible for product quality across 15 Assembly, Component, Dimension and
Flat Stock Plants. 15 Plant QA Managers have a dotted line reporting relationship
to this position. Reported to the Vice President, Quality.
 * Developed and implemented plans for Process Audits, Final Product Audits, and
Incoming Product Audits for Internal and External Supply Chain across all
manufacturing divisions.
 * Reduced Quality Management System costs related to end customer issues by
65%.
 * Developed and implemented Annual Product Quality Improvement Plan which
included product quality improvement targets for all divisions.
 * Developed and implemented plans for semi-annual QA Manager's Conference that
focused on skills training, project updates and sharing best practices.

KOHLER COMPANY--BAKER FURNITURE, Hildebran, NC 2002 - 2006
Manager, Quality, Continuous Improvement and Process Engineering 
Responsible for Process Engineering, Product Quality, Quality Systems and
Continuous Improvement strategy development and deployment for 1 international
and 5 domestic manufacturing locations. Reported to the Vice President,
Operations.

SANDERS M. HOLSTON, JR. PAGE TWO

 * Developed and implemented Continuous Improvement strategies linked to
strategic and capital plans in all manufacturing locations that achieved the
following results:
 * Significant improvements in Overall A-1 Yield, 1st Pass Yield, Cost of
Quality and Customer Returns. This in turn had a huge positive impact on
Manufacturing Margin and Net Margin
 * 65%+ reduction in Overall Cycle Time for 3 primary product lines. Led the
Dining Chair Cycle Time Reduction Team that reduced cycle time from 16 weeks to
12.6 days.
 * $6.0+ million dollar savings from Continuous Improvement activity 2003 -
December 2005
 * Championed the initiative to certify two 6 Sigma Black Belts and six Green
Belts whose projects resulted in $750,000+ saving. Certified as a Kohler 6 Sigma
Project Champion.
 * Developed and implemented a comprehensive Process and Product focused Quality
Management System in all operations to include a comprehensive Quality Metric
Tracking System.
 * Developed and implemented a comprehensive Packaging and Product Quality audit
system that is considered a furniture industry benchmark.
 * Developed a comprehensive 2 day Baker Improvement Process Team Leader
Workshop and delivered to 110 people across Baker's Operation's Team.

CORNING CABLE SYSTEMS (CCS), Hickory, NC 1993 - 2002
Manager, Quality Systems, Corporate Quality Staff 2000 - 2002
Responsible for Quality Management System strategy development, deployment and
registration for all of CCS' worldwide operations. Reported to Vice
President/Director of Quality.
 * Developed and implemented CCS' annual strategic quality improvement plan with
specific initiatives to drive/support Total Quality Improvement Process with
primary focus on continuous improvement of product quality and customer
satisfaction and process excellence.
 * Developed Total Quality Performance Document to provide overall quality
guidance to worldwide quality and operations groups and Quality Overview Document
for commercial groups to use in describing our quality processes to our
customers.
 * As CCS' Quality Management System subject matter expert, provided quality
responses to customer requests for quote and contracts and provided guidance to
corporate supply chain management activities. Served as quality system consultant
for all worldwide operations.
 * Developed and implemented plan for TL 9000 certification for all domestic
operations. Certification successful in all target locations.
 * Certified as a trainer for CCS Quality System Management and Skills Courses
to support our worldwide quality improvement initiative. Successfully conducted
training and implemented concepts to multiple worldwide locations.
 * Certified as a Baldrige and European Foundation for Quality Management
examiner. Successfully used these tools to conduct assessments and develop
continuous improvement strategies for multiple worldwide locations.
Quality Manager, Telecommunications Cable Plant 1996 - 2000
Responsible for a 140+ member (10 Exempt, 12 A&T and 121 plant hourly) Quality
Control and Quality Assurance organization in the world's largest fiber optic
cable manufacturing facility. Reported to Plant Manager.
 * Responsible for final testing, cable reel packaging/preparation for
shipment.
 * Responsible for all plant wide Quality Assurance activities to include
strategic supply chain management activities to support an international supply
base.
 * Managed an annual budget of approximately $7.8 million dollars.
 * Led the Telecommunications Cable Plant's successful TL 9000, NQAS and CSQPSM
certification efforts.
 * Developed and implemented a comprehensive plant wide quality improvement
strategy.

SANDERS M. HOLSTON, JR. PAGE THREE

Quality Assurance Supervisor, Telecommunications Cable Plant 1993 - 1996
Responsible for a 25 member Quality Assurance organization which included a raw
material incoming inspection testing lab, documentation and audit groups, and two
Quality Assurance Engineers. Reported to the Quality Manager.
 * Led the Telecommunications Cable Plant's successful ISO 9001 certification
effort.
 * Developed and implemented a comprehensive supply chain management system that
included supplier selection, audits and ongoing evaluations. Developed and
implemented a comprehensive plan to develop 2nd sources for strategic raw
materials.

CORNING INCORPORATED 1981 - 1993
Department Supervisor, Forming/Quality, Danville, VA 1989 - 1993
Responsible for a 150-member pressing/forming/quality operation with 6 different
forming technologies operating on a 24 hour, 7 day a week schedule. Directly
supervised 8 exempt employees. Reported to Operations Manager.
 * Managed an annual department budget of $8.3 million dollars.
 * Provided leadership for process loss reduction, quality improvement, cost
reduction, safety/housekeeping, employee involvement, and personnel
training/development.
Small Pressing Development Coordinator, Danville, VA 1988 - 1989
Responsible for the development of a new pressing business which included
coordinating new product quotes, scheduling production time, shipments, customer
visits/interface, process loss/cost reduction, and quality improvement.
Indirectly supervised one Process Engineer. Reported to the Supervisor of Quality
Control and New Business.
Section Supervisor, Forming, Martinsburg, WV 1986 - 1988
Responsible for 44 member department in a 24 hour, 7 day a week pressing
operation. Provided leadership for process loss reduction, quality improvement,
safety/housekeeping, personnel development and new technology/equipment
installation. Reported to the General Supervisor, Forming.
Quality Improvement Supervisor, Danville, VA 1984 - 1986
Responsible for implementing the Total Quality Process in the Danville, VA
plant. Scheduled and conducted all of the Total Quality training for the plant.
Reported to Plant Manager.
Purchasing Supervisor, Danville, VA 1983 - 1984
Responsible for all of the plant's purchasing/procurement activities to include
all supplies, materials, equipment and services. Procurements totaled $8 million
dollars annually from an international supplier base. Responsible for all aspects
of the plant's supply chain management activities. Responsible for shipper
selection on all domestic and international incoming and outgoing shipments.
Reported to Scheduling Supervisor.
Training Coordinator, Danville, VA 1982 - 1983
New position created to place emphasis on training. Responsible for coordinating
all plant wide training efforts. Reported to Personnel Supervisor.
Shift Supervisor, Special Process, Danville, VA 1981 - 1982
Responsible for a 15-member shift on a 3 shift, 5 day a week schedule. Reported
to the Section Supervisor, Special Processes.

SANDERS M. HOLSTON, JR. PAGE FOUR

EDUCATION

BS, General Engineering, United States Military Academy, West Point, NY, 1976
Dean's List for Academic Excellence; Commandant's List for Military Excellence;
Superintendent's List for Military and Academic Excellence