6254 Arctic Loon Way, Rocklin, CA 95765
Dasa6398@gmail.com Cell: 916-417-0538
Operations Management and Lean Professional
Strong operations management leader with expertise in developing and implementing organizational processes,
achieving established business goals and driving operational excellence throughout the organization.
Lean Six Sigma Green Belt and Continuous Improvement Professional with track record of sustainable and
measurable improvements in the areas of safety, quality, productivity, service and operational cost reductions.
Excellent communicator skilled at coaching, mentoring and team building. Experienced at creating a shared vision
and aligning goals that motivate team members to achieve company objectives and meet customer requirements.
Areas of Expertise
Organizational Leadership * Lean Tools Implementation * Verbal and Written Communications * Productivity
and Efficiency Improvements * Culture Development * Safety Program Implementation * Manufacturing
Processes * Project Management * Operational Metrics & Performance Standards * Team Building * Multi-
Site Operations * P&L Management * Coaching and Employee Development * Training * Inventory Control
Regional Operations Manager – Amerimax Building Products – Woodland, CA (Oct 2010 to July 2012)
(A business unit of Euramax Holdings, an $800 million company)
Promoted to oversee three locations and the business unit P&L. Developed a team oriented culture focused on
operational excellence and customer satisfaction through the use of key performance indicators. Utilized
continuous improvement methodologies to drive sustainable results throughout the operation. Worked with
sales team to develop product enhancements, identify new business opportunities and new revenue streams.
Led management team in documenting order fulfillment and operational process maps resulting in
improved process efficiency and lower distribution costs.
Lowered group operating costs by identifying and reducing non-value added processes.
Implemented multi-location cross training program to document and share best practices leading to
process standardization, improved communication and significant productivity improvements.
Established task force to identify new products and income opportunities for the business unit resulting in
two product enhancements and a new product line being introduced.
Developed distribution cost modeling tool resulting in improved use of delivery fleet and reduction in the
number of required delivery vehicles.
Created a customizable pricing tool for our customers to use resulting in increased sales for our business.
Plant Manager – Amerimax Building Products – Woodland, CA (2006 to 2010)
Led salaried management team of six in the daily operations of a 95K SqFt production facility. Acted as a
change agent and drove the continuous improvement process across all departments. Managed the plant P&L
and operational scorecards. Regularly met with customers and the sales team to ensure process and product
improvements led to value added results for the end user while lowering operational costs.
Lowered breakeven point 48% through reduction of NVA processes and by controlling operating costs.
Achieved 27% reduction in direct labor costs through CI projects and process standardization.
Reduced inventory levels 18% by implementing KanBan systems and managing WIP.
Initiated various Kaizen events leading to process lead time reductions and productivity improvements.
Led team to receiving the Corporate Safety Award for the first time in plant history.
Created cross training matrix to improve operational flexibility and track employee development.
David Abramowitz (Page 2) 916-417-0538
Operations Manager – Window Shapes, Inc. - Union, NJ (2002 to 2006)
(A privately held company serving window manufacturers)
Managed 45K SqFt, 100 employee multi-shift production facility. Continually worked to improve processes and
reduce costs through the use of Lean principles. Drove quality initiatives throughout plant and develop key
metrics to ensure progress. Built relationships with key customers and conducted product sales presentation.
Managed the introduction and start-up of new products and equipment. Reviewed P&L and financial
performance with the owners.
Managed $4.3 million plant purchase and relocation project bringing it in on time and on budget.
Increased company sales 18% through the introduction and start up of new product line.
Reduced defects 16% by creating a QC program based on VOC meetings and surveys.
Worked with key vendors to change raw material specifications saving 12% on material usage.
Designed production tooling and shop equipment reducing direct labor on key product line 8%.
Organized plant layout and managed new equipment purchases and installations.
Developed direct labor goals, inventory requirements and new product pricing models.
Project/Process Manager – United Window and Door, Inc. – Springfield, NJ (1995 to 2001)
(A $45 million privately held window manufacturer serving the Northeast)
Oversaw all projects and process improvements for a multi-site manufacturing company. Identified areas of
improvement across the operation and developed procedures/processes to support company growth. Managed
inventory control programs for all locations and oversaw all IT functions and related hardware requirements.
Created productivity metrics and established methods to improve operational efficiencies resulting in
improved performance and better reporting of key metrics.
Initiated company wide safety programs resulting in a $100K savings in Worker’s Comp costs.
Improved process times while reducing errors 14% by networking the factory with the office computers.
Acquired a $225K NJ State grant for employee training and continuous improvement programs.
Managed the IT network and led the implementation team for the new software application.
Designed and created new product catalog and a sales training program for the customer service team.
Plant / Production Manager – Pioneer Vinyl, Inc. – Cranbury, NJ (1994 to 1995)
(A division of Hanwah International)
Managed production, procurement, inventory control, scheduling, and staff development for a multi-shift
operation. Led all safety, quality, productivity and cost reduction programs. Conducted shop TQM training.
Initiated process improvement teams resulting in waste reduction and increased performance.
Increased operational efficiencies 18% by redesigning plant layout based on time studies.
Automated key operations and balanced line processes saving an additional 6% in labor costs.
Designed production tooling saving 8% in direct labor costs while improving employee safety.
Reduce WIP and on-hand inventory 15% through cycle counts and material flow improvements.
Production Foreman – Patriot Window – Vineland, NJ (1992 to 1994)
(A $65 million privately held building products company)
Production Supervisor – Ansell Americas Consumer Products – Edison, NJ (1990 to 1992)
(A global manufacturer of latex and non-latex glove products)
Steel Slitter Foreman – United States Gypsum Co. / Unimast – Boonton, NJ (1983 to 1990)
(A Fortune 500 manufacturer of products for the construction industry)
BS Business Management 2010 (Magna Cum Laude) - CUNY, School of Professional Studies
AAS Industrial Management 1991 – CUNY, College of Staten Island