Ryan Hester

Final inspection of shelters

Communicate with all Operations team

Create Warranty documents

Ensure shelter completion for ship dates

Coordinate 3rd party state inspections

Ensure all prints have been approved through State Compliance

Quality control of all ship loose

Create SOP's for Production applications

Train and educate Quality standards to Production team

Manage all Operations

Coordinate and schedule shipments

Increased BDFT/MHR from 69 to 127

Safety Coordinator

No recordable accidents

Manage Quality Control

Inventory Coordinator

Managed Operations, Design and Sales

In charge of the P&L for truss and P&L for wall panels

Increased truss production from 79 bd/ft m/hr to 107 within 90 days

Wall panels avg. 230 bd/ft m/hr with no automation

• Directed all daily operations
• Improved efficiency by 80%
• Reduced overhead by 25%

• Direct Operations for $15m+ revenue with 60+ plant floor employees
• Schedule deliveries and coordinate job site installation crews
• Increased efficiencies 11.7% first year and 42.2% total
• Reduced raw material and finished goods inventory by 15% resulting in $758,000 in free cash flow
• Reduced lead times by 25% through implementation of improved scheduling processes
• Implemented safety program for OSHA compliance
• Reduced recordable injuries from 13 to 1 per year
• Recorded 28 consecutive months with no lost time injuries
• Designed new 5 year plan for plant floor work flow with 10%+ per year improved efficiencies with strategic implementations
• Developed Lead Team to foresee problems and lead improvements
• Reduced labor cost and warranty issues by 53%

• Direct Operations for Wall Panel for $35m+ revenue with 120+ plant floor employees with 2 shifts
• Increased efficiencies from 5.2 to 26.7 Lin ft per man hour on 5 year span
• Innovative new equipment design on old equipment
• Reduced raw material waste of 33.3%
• Reduced raw material waste and finished good inventory by 52% to free cash flow of $528,00
• Assumed Operational Leadership positions during times of transition
• Developed Total Productive Maintenance strategy for primary processing equipment resulting in 25% reduction in down time in 12 months
• Reduced facility headcount requirements by 15% through strategic implementation of automation
• Reduced standard cost per hour by developing Labor Planning Models that reduced overtime by 30% in 2016
• Designed state of art equipment with new designed software with 4 person team
• Consistently reduced 10%+ in labor and material costs by using lean processes