operations manager or general manager

8/6/2019 Operations Manager or General Manager

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ROBIN "BOB" HARMSP.O. Box 328Oakes North Dakota, 58474Home (651) 460-4571, Cell (701) 710-1894

[email protected]

EXECUTIVE PROFILE

Exceptional Operational Leader with a distinguished career driving top and bottom line growth, possessing the capacity and tenacity to form and manage productive teams. Effective and detail driven business builder with ability to create and

execute strategic, high-value solutions. A Six Sigma Green Belt with a keen insight to solving business, distribution, and manufacturing problems. Adept at creating synergies that enable business growth through accelerated throughput, reduced product lead times, increased capacity, reduced inventory, and increased cash flow in both stable and unstable environments. SUMMARY OF CORE COMPETENCIES

* Operational Excellence * Cost Reduction * Safety * Finance* Production Improvement * Loss Mitigation * Quality * Project Leadership* Finance * JIT * Testing * Training / Mentoring

CORE COMPETENCIES DEMONSTRATED

OAKES READY MIX LLC. OAKES, ND 2010General ManagerScope; Recruited to open a new company. Issues that threatened the very existence of this company were advertizing getting the name out. Immediately implemented

a new pricing program and started the bidding process on several projects. I improved the customer service area and acquired additional work through the company's ability to service jobs and provide a quality product.

* Testing and Productivity: Commissioned to reverse productivity losses leadingto customer complaints. Spearheaded and led quality testing initiatives changing

the cultural scope of the company to one of "quality minded". Virtually eliminated customer issues within the first 30 days. This changed the mentality of theemployees and improved corporate image and morale.

* Finance Operations: Lack of accounting standards caused a weakened bidding position prohibiting forecast accuracy. Partnered with finance leadership to buildin cost accounting systems to mitigate the loss. Created a streamlined cost tracking system, establishing financial controls and margin. Resulted in a strong bidding position and allowed the company to accure three large contracts. CEMSTONE PRODUCTS, MINNEAPOLIS, MN 2004-2010Regional Operations Manager

Scope; Recruited to reverse regional productivity and accountability issues thatthreatened the very existence of this company. Immediately implemented a restructuring of regional staff and established operational enhancements with improved

accountability. Within 4 months, eliminated 25% costs while more than doublingregional productivity, creating a streamlined, efficient, and sustainable SG&A through the following initiatives;

* Operational Excellence: Tasked by the Sr. Leadership team to reverse quality issues causing lost profit. Established and implemented quality metrics; communicated trained and established accountability. Within 120 days, reduced errors 50%


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improved satisfaction scores 47%, and saved lost profit. The improved procedures were adopted permanently.

ROBIN "BOB" HARMS * PAGE 2

* Cost Reduction: With costs spiraling out of control, identified the need to implement efficient cost reduction strategies. Analyzed project costs, and identified measures to reduce or eliminate inefficient processes. Within 30 days and without additional expense, implemented process improvements that ultimately saved thousands within the year. These procedures were then adopted company wide.

* Safety: Worker's compensation premiums rising with no established mechanism tolimit liability. Created, introduced, and led training to heighten awareness ofsafety practices. Immediately reduced injuries 50%, which in turn reduced worke

r's compensation claims 25% within a year. These lowered claim levels were maintained an additional 6 years.

CUSTER CONCRETE, WESTCLIFFE, CO 2003-2004General Manager

* Testing and Productivity: Commissioned to reverse productivity losses leadingto customer complaints. Spearheaded and led quality testing initiatives changing

the cultural scope of the company to one of "quality minded". Virtually eliminated customer issues within the first 30 days. This changed the mentality of theemployees and improved corporate image and morale.

* Loss Mitigation: Challenged to recover receivables more than 1 year outstanding. Identified and negotiated financially capable customers while implementing preventative cash only accounts, and small business loans. Collected 25% over duereceivables within the first 6 months. This accomplishment brought the businessto cash flow positive and became a "Best Practice" going forward.

* Finance Operations: Lack of accounting standards caused a weakened bidding position prohibiting forecast accuracy. Partnered with finance leadership to buildin cost accounting systems to mitigate the loss. Created a streamlined cost tracking system, establishing financial controls and margin. This event highlighted

the profitability of the company causing the shareholders to sell it a year later.

LAFARGE CONSTRUCTION MATERIALS COLORADO SPRINGS, CO 2001-2003Concrete Plant Manager

* JIT: Excess inventory of raw materials led to poor inventory turns and increased material handling costs. Committed to reduce expenses and increase inventoryturns. Implemented JIT and other inventory management systems. Reduced productio

n and material costs and increased cash flow the first year. These initiatives continued through the balance of my tenure.

* Testing: Quality issues due to lack of testing mechanisms for products. Analyzed issues and implemented testing measure by site prior to shipping. Increased quality led to improved customer satisfaction scores 50% within the first few months. Sales increased with customer satisfaction and Market share followed suit at 10%.

* Cost Reduction: Ever increasing waste caused poor community image and increase


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d costs infringing upon profitability. Engineered and managed construction of asystem for the re-use of agents to clean machinery. Reduced waste and enhanced our corporate image in the community. Received a commendation from the city for our efforts.

* Project Leadership: Assigned the responsibility to enclose the plant to protect it from the elements. Supervised the building of the outer structure. Completed the project within 6 months, on time and under budget while actually increasing productivity. Permanently established lower maintenance costs and increased longevity of machinery.

SEVEN ELEVEN DENVER, CO 1996 - 2001Field Consultant 1999 - 2001Store Manager - Training Specialist 1996 - 1999

* Training and Development: Recruited to improve the company's store manager training program. Studied and identified weaknesses in current training model, recommended and implemented higher standards. Within 18 months, saw improvements inretention. Permanent improvements reduced training cost 55K annually.

ROBIN "BOB" HARMS * PAGE 3

* Management: Poor store conditions and lack of cleanliness caused customer experience issues and lost sales opportunities. Established policies and enforced them with daily inspections. Instituted POS initiatives. Immediately increased customer traffic 5% and increased POS sales 20% as well as morale improvement. This

event precipitated multiple promotions the following 4 years.

MILITARY

U.S. ARMYCarried out assignments in Combat, Reconnaissance, Logistics, and Medivac. Led successful engagements providing relief for troops

EDUCATION

NATIONAL AMERICAN UNIVERSITY, COLORADO, SPRINGS, COBachelor's Degree, Applied Management 1999

AFFILIATIONS & CERTIFICATIONS

2007 Minnesota Department of Transportation (certified for aggregate analysis ofready-mix concrete)

2006 Mining Safety Health Association, Red Wing, MN2001 Train The Trainer, Denver, CO2001 Pro Act II, Producing Results with others, Denver, CO

Six Sigma Green Belt certificationLean certification expected in 2nd quarter 2010Black Belt expected in 3rd quarter 2010)

operations manager or general manager

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