CHARLES ALTMAN

Warminster, PA 18974 Phone: 845-489-4899 altman.chuck@gmail.com

Summary of Qualifications
Business/Operations Professional with more than 25 years of extensive management experience in highvolume production (semi-automated systems), low volume / high-mix production, assembly, job-shop fabrication, machining and specialty/precision engineered products. Day-to-day operations of technical, manufacturing, fabrication, machine shop, administration, personnel, and finance departments including hourly (union and non-union) and salaried personnel. Experienced in the development and implementation of World-Class Manufacturing concepts, Lean Manufacturing concepts, Theory of Constraints, JIT, TQM, KANBAN, ISO 9002 standards, continuous improvement programs, and project management of MRP/ERP systems. Understand HACCP, GMPs, OSHA, AWS, ISO, and Health & Safety standards.

Areas of Expertise
Revenue Growth Team Building Vendor Management Value Engineering Logistics Coordination

P&L Responsibility ISO 9001 Quality System Supply Chain Management Closing Sales Orders Project Management

Professional Experience
EASTERN CATALYTIC LANGHORNE, PA Chief Operating Officer 2013 2014 2013 to 2014

Reported directly to the President and Vice President, responsible for the operational performance of the exhaust products manufacturing facility in Langhorne, Pa. along with coordinating Key Performance Measurements, inventory, quality, cost analysis, training the next generation of Supervisors and Managers.
Created a system of daily verification of welding and bending times charged to production sheets. Stopped inconsistent time reporting and not recording entire jobs. o Led to accurate job costing and the establishment of new welding and bending targets for each product manufactured. The machine reduced the time to cut a hole by almost 90% and improved the yield of 1 st pass weld quality by 50% and it continues to increase Identified and corrected transaction errors which created the negatives Had the MRP (ACCESS) programming changed to stop the negatives Worked with the team to organize and clean up the stockroom. Helped in the creation of areas with pre-counted goods that was sealed to begin first in first out inventory flow. Had all excess inventories moved to top racks and had them labelled and counted. During the annual inventory this reduced the count errors and the time it took to count the finished goods. Created a mobile shipping cart out of a vendor shipping crate, this resulted in a cart that weighed two thirds less than the original design and was more practical. The net weight was 25 lbs. and could hold almost 200 lbs. of shipping freight.

With the President brought in and commissioned a new plasma tube cutting machine. o

With the CFO began to get control of the component stockroom negatives on hand report. o o o

Worked with the finished goods warehouse team to improve inventory movement and accuracy. o o

Jointly hired a new Quality Manager to begin creating the framework for TS16949: ISO 2009 Automotive quality standard. o Began the development of control charts for incoming inspection and for 1st pass quality Page 1

Charles Altman Resume

SP INDUSTRIES, INC./SP SCIENTIFIC, PHILADELPHIA, PA Director of Manufacturing/Operations, SP Scientific, New York

2002 to 2013 2006 to 2013

Reported directly to the CEO/President, responsible for the operational performance of the thermal/ freeze drying and aseptic business and manufacturing operations in Gardiner NY, Stone Ridge NY and Warminster, PA along with coordinating with sales support, research & development, engineering, project management, production, purchasing, materials control, environmental health & safety, quality, human resources, customer support, and finance. Oversaw hourly and salaried personnel (34 people, including Manufacturing Engineers and Planners) in the fabrication and assembly of engineered to order thermal/freeze dryers for the pharmaceutical, food, and research and development industry.
Integrated plant operations from New York facility to Pennsylvania facility. o Year over year sales at $9MM maintained during the move. First pass quality at 90% or better maintained while new staff put in place. As an active participant in 2 kaizen events, reduced the plant space from 19,000 soft. into a 10,500 space. o Reduced head count by 15% yet kept the same production output. Used lean initiatives to improve shop efficiency by 30% through the use of 5S, modifying SOPs and continuous improvement programs focused on materials. Oversaw the UK operation during 2008 while evaluating facility strengths and working on increasing our global footprint. Reduced LTL costs both inbound and outbound by 50%, by using a co-operative and not traditional 3PL. Reduced vendor base by 50% and costs by 25% through better purchasing tactics. Manufacturing Manager VirTis Division 2002 to 2006

Senior staff member reporting directly to the President, responsible for managing, directing and coordinating the overall plant operations; including product planning, procurement, manufacturing, facilities maintenance, quality and sustaining engineering. Oversaw hourly and salaried personnel (approximately 70 people with 15 direct reports) in Gardiner NY and Stone Ridge NY in assembly and distribution of systems and modules for freeze drying and thermal systems and various other OEM standards. Responsibilities included planning of production schedules, customer relations, management, P/L, departmental budgets, production targets, project management, and development of management objective plans, health & safety, human resource planning, and inventory management. Led all lean initiatives and streamlined operations. Helped in the closing of sales and solving customer application issues.
Improved on-time deliveries from 15% to 90% through improved efficiency. Reduced labor variances from -35% to-3% through improved team member accountability and implementation of production measures on the shop floor.
Doubled revenue from $9 MM to $18MM by better use of staff and not increasing the headcount.

Created a flexible workforce to handle the shift in product mix.

Led corporate project teams for implementation of HRIS management and employee self-help modules, and reward and recognition programs. Led the capital project which updated all feeder (machining/sheet metal/welding) departments to new technology and 1 piece flow. o Reduced cost of raw material for use in prototypes from $1,000.00 to $.50 each. Annual savings were estimated at $50,000. 1998 to 2001

ZUMTOBEL STAFF LIGHTING VP Manufacturing

Reporting directly to the President, responsible for managing the manufacturing department including product planning and procurement, manufacturing, and sustaining engineering.
Developed the process to powder paint perforated steel fluorescent light diffusers without plugging up the perforations. o Annual savings of approximately $100,000. Charles Altman Resume Page 2

Worked with the business manager (union shop) to increase productivity and employee attendance. I worked to repair the adversarial nature of the relationship between the union rep and the company management. o As a result of that sales grew since we were able to deliver faster than competitors. Updated the infrastructure of the facility by changing the way that power was fed into the facility (internal expansion) as well as working with a state grant to put in a complete auxiliary power system capable of running the plant at full capacity. o This resulted in reduced power cost of 15% per year and no loss of productivity. KAUFEL MANUFACTURING GROUP Co-Manager Manufacturing and Operations 1986 to 1998 1994 to 1998

Reporting to divisional VP, was jointly responsible for manufacturing, purchasing, Engineering, Quality, Warehouse and Receiving / shipping operation. Managed a staff of 20 people directly involved in Purchasing, Engineering, Quality and Manufacturing.
Developed the process to increase the output of 50 year old machine that did light pole fabrication o Doubled the output to 2 poles per day by changing the way the poles were processed. Moved the Powerlite division into the Emergi-Lite division in 3 months. o Reduced manufacturing footprint by 75% by combining similar operations.

Improved the cost of vended sheet metal parts by going outside the traditional supply chain o Qualified a sheet metal plant in Abu Dhabi, UAE and brought cost reductions including transport of 50% against internal vendor current costs. GFI INC., DIVISION OF KAUFEL MANUFACTURING Quality and Environmental Manager

Reporting to the Plant Manager, was responsible for establishing the quality system and having it certified to ISO 9002 standards. Duties included being the voice of customer, in-process quality improvements, and initial investigation into ISO 14000 implementation.
Implemented the ISO 9002 quality system. o Helped the company increase its business in aerospace and telecommunication markets Developed the concept of in process quality. o Reduced downtime of die sets (hard tooling) by 50% by establishing sharpening frequency. o Resulted in cost savings by having the operator become the quality inspector. CONCORDIA UNIVERSITY Lecturer in the Adult Continuing Education Department

1986 to 1993

Taught classes in Quality both hard and soft skills, Production and Inventory Management
Established the 1st certificate in the Universitys history in Quality Management o Personally developed, marketed and taught the courses.

1993 to 1998

Education
McGill University Bachelor of Mechanical Engineering 1985 Six Sigma training Motorola University 1992

Organizations
ASQ (Chapter President 1986) ASME APICS Current U.S. Citizen

Charles Altman Resume

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