Ullania Bonds
Simpsonville,South Carolina
Summary
Encouraging manager and analytical problem-solver with talents for team building, leading and motivating, as well as excellent customer relations aptitude and relationship-building skills. Proficient in using independent decision-making skills and sound judgment to positively impact company success. Dedicated to applying training, monitoring and morale-building abilities to enhance employee engagement and boost performance.
Overview
19
19
years of professional experience
Work History
Operations Manager (Electrical/AMER)
Eaton Electrical
06.2023 - Current
- Responsible for leading the MVCA Operations and Front End Engineering teams in achieving: Safety, Quality, Delivery, Inventory, Cost, Sales and Profitability goals.
- Demonstrated a Safety (TRCR) rate of 0.08 for 2022.
- Direct initiatives to improve work environment, company culture or overall business strategy.
- Management responsibilities for 3 direct reports and 125 associates across 3 shifts while driving manufacturing and engineering excellence through department strategy and execution.
- Responsible for achieving total of $105M of sales billed goal for 2023 across 2 product lines.
- 2023, reduced process bottlenecks by training and coaching employees on practices, procedures, and performance strategies.
- Established and executed actions that resulted in 8 months of linear productivity across MVC and MVD product lines, and 100% performance in schedule attainment.
- Executed OTP of 100% for engineered and customer approvals from front end engineering department.
- Participates as a key member of plant manager’s staff in all critical decisions impacting facility.
Operations Manager (Electrical/AMER)
Eaton Electrical
06.2018 - 06.2022
- Responsible for leading the ATS manufacturing team in achieving: Safety, Quality, Delivery, Inventory, Cost, Sales and Profitability goals.
- Directed initiatives to improve work environment, company culture or overall business strategy.
- Demonstrated a Safety (TRCR) rate of 0.00 for 2020 with over 60k hours worked.
- Established positive and effective communication among product line staff and organization leadership, reducing miscommunications, and missed deadlines.
- Provided leadership and direction for the implementation of additional ATS team leaders.
- In 2019, attained record year sales of $28M, record month sales of $2.9M, and full year ROS of 13.0%.
- Responsible for achieving $3.7M of profit in 2019 to a goal of $4.2M.
- Developed systems and procedures to improve operational quality, safety and team efficiency during COVID.
- Initiated a plan that reduced OT of the department by 37% and increased capacity related to increase in sales.
- Established and executed actions that resulted in $91k labor savings and 100.1% performance in Flex Productivity.
- Trained and guided team members to maintain high productivity and performance metrics.
- Executed OTP of 88% for non-stock and stock items for 2019.
- Accomplished DOH of 62.1 versus plan of 78.3 for 2019.
- Participated as a key member of plant manager’s staff in all critical decisions impacting facility.
Business Team Leader (Industrial/VEH)
Eaton Corporation
04.2015 - 05.2018
- Responsible for planning, organizing, and managing the production floor and ensuring alignment with High Five metrics – Safety, Quality, Cost, Inventory and Delivery.
- Exceeded revenue and profitability goals, leading team through proven coaching and motivational techniques.
- Managed team of 5 Production Supervisors across 3 shifts while driving manufacturing excellence through department strategy and execution of daily requirements that generated $120M in annual revenue.
- Devised dedicated coaching methods to foster continued development of each team member.
- Contributed to driving plant profitability through linkage of APEX for manufacturing goals with High Five metrics.
- Initiated plan that allowed machining cells to become a more flexible workforce with the ability to adjust relative to customer volume fluctuations.
- Developed effective improvement plans in alignment with goals and specifications.
- Implemented actions that contributed to monthly average savings of $12K in employee MRO spend.
- Lead a RIE event that reduced the coating material usage for rotor rework through the Maxi – Blast process which in return yielded a total annual cost savings of $90k.
- Provided leadership and direction for the implementation of APEX for Manufacturing for the shop floor and Front Line Leaders.
- Established and executed actions that resulted in $34k (2016) cost savings in regards to absenteeism on shop floor.
Manufacturing Supervisor (Industrial/HYD)
Eaton Hydraulics
02.2014 - 03.2015
- Managed 4 unique machining cells to ensure targets for High Five-MESH / Quality/ Delivery/ Cost/ Inventory are attained.
- Planned, organized and monitored resources to deliver efficient use of labor, equipment and materials.
- Provided leadership and direction for the advancement of Lean Manufacturing, Continuous Improvement and overall employee engagement though weekly Home Team meetings.
- Decreased cycle time within 3 machining cells by 19%, 16% and 23% respectively in relation to 2013 performance.
- Enhanced processes by pinpointing bottlenecks and working with engineer to resolve.
- Accomplished consistent performance of each machining cell in demonstrating at least a 2% improvement in GU production efficiency over their 2013 performance.
- Led improvement initiatives to advance operational efficiencies and increase revenue.
- Facility received Corporate Recognition as EBE Premier Site for 2013 performance in regards to High Five metrics – MESH/Quality/Delivery/Cost/Inventory.
Interim Operations Manager (Industrial/HYD)
Eaton Hydraulics
05.2014 - 08.2014
- Accountable for 9 different machining cells to ensure targets for High Five – MESH/Quality/Delivery/Cost/Inventory are attained.
- Established positive and effective communication among machining staff and organization leadership, reducing miscommunications, and missed deadlines.
- Provided leadership and direction for 3 Frontline leaders with accountability for an all salary, 3 shift workforce comprised of 100+ employees that generated $50M in annual revenue.
- Representative for Manufacturing and Operations on the facility Senior Leadership Team during meetings involving sales, inventory and operations planning.
- Trained and guided team members to maintain high productivity and performance metrics.
- Attained GU production efficiency for the plant at 74.0% against a goal of 72.5%.
- Preserved Safety (TRCR) rate at 0 incidents for 1,450 days while reaching over 1 million worked hours.
- Maintained Inventory (DOH) – 26.25 actual with a goal of 28.87.
- Facility received Corporate Recognition as Model Plant for 2013 performance in regards to High Five metrics – MESH/Quality/Delivery/Cost/Inventory.
Production Supervisor (Industrial/HYD)
Eaton Hydraulics
08.2011 - 07.2013
- Supervision over 3 different assembly production teams, paint and shipping areas to ensure targets for High Five – MESH/Quality/Delivery/Cost/Inventory were accomplished.
- Facilitated open two-way communications regarding individual, team and company performance through daily tier meetings, weekly Home Team meetings and during hourly on-line production tracking board review.
- Set and enforced performance-oriented production approach, significantly increasing worker output and reducing safety incidents.
- Determined how best to utilize employees in order to meet production goals as efficiently as possible and improved Gross Utilization in one assembly area from 50% to 73%.
- Decreased cycle time in one assembly area from .85 to .66 days and in another area from .79 to .62 days by implementing standard work process for the department.
- Achieved on-time shipments goal by empowering employees to continued success.
- Reduced the plant’s past due orders from $594k to $0 while improving OTD from 89.3% to 99% in 6 months.
- Aided with the development of an Assembly Manufacturing Certification program with local Technical College.
- Developed & executed strategic plans for implementation of lean culture in alignment with ELSS.
- Assisted and supported manufacturing in the development of processes and procedures to improve operations, maximize output and optimize resources
- Actively planned, lead and participated in Lean projects, kaizen and RIE events throughout all support functions and manufacturing / assembly cells.
- Lead process improvement teams and supported timely completion of improvement opportunities using continuous improvement methods.
- Evaluated existing production processes and identified areas for improvement.
- Increased Units / Hour by 34% during RIE event involving the facility paint operation.
- Decreased paint cycle time of Square pump by 33% and Vane pump by 21% by implementing standard work, process checks and Front Line Leader checks for the department.
- Accomplished targets and met demand by assessing equipment performance, reviewing materials supplies, and organizing manpower.
Industrial Engineer (Electrical/AMER)
Eaton Electrical
02.2007 - 08.2011
- Leveraged statistical data on production failures to pinpoint and eliminate flaws in manufacturing processes.
- Facilitated the deployment of Lean tools throughout the fabrication and assembly processes.
- Aligned Paint line production operations to meet higher standards and maximize finished products.
- Championed teams to drive deployment of Standardized Work, Total Preventive Maintenance and Continuous Flow.
- Sponsored and implemented the plant wide cost reduction program (Visions) that promoted employee empowerment and continuous improvement.
- Supervised production workers to determine problematic areas and implement solutions for optimized production through the Visions program.
- Prepared departmental layouts, created standardized work, performed time studies and maintained standard operation data.
- Monitored plant’s critical equipment and drove continuous improvement based on OEE data.
- Designed labor utilization standards to balance worker efficiency with employee satisfaction, increasing overall productivity and satisfaction.
- Identified opportunities for purchasing of new equipment and worked with cross functional teams on justifying the cost and benefits.
- Analyzed information regarding current production, future needs and costs.
- Lead three major capital projects that assisted the plant in moving towards upgraded technology and more robust equipment and processes.
Manufacturing Supervisor (Electrical/AMER)
Eaton Electrical
02.2005 - 02.2007
- Responsible for driving results regarding quality, cost, delivery, safety, morale, and growth of areas.
- Planned, organized and monitored resources to deliver efficient use of labor, equipment and materials.
- Managed 70 employees in areas including Fabrication, Epoxy, Assembly and Shipping.
- Increased competency levels of subordinates’ skills and capabilities while preparing action plans for work groups.
- Administered a cross training practice which allowed shift to become more efficient with less head count while meeting increased customer demands.
- Created and implemented strategies for improving operational efficiency and accuracy.
- Implemented new strategies in each department that allowed the plant to meet a 57.8% increase in the volume of Bus duct produced compared to the previous year.
- Identified problems and implemented effective solutions in the Epoxy department that reduced downtime, rework and increased volume of cooper through the line.
Education
Bachelor of Science in Electrical Engineering Technology -
South Carolina State University
07.2005
Associate of Science Degree in Electronic Engineering Technology -
Piedmont Technical College
06.2000
Skills
- Results Driven
- Customer Focus
- Strong Analytical Ability
- Communication at All Levels
- Assertive
- Process Thinker
- Multi-Task Flexibility
- Effective Presentation Skills
- Microsoft Word
- Excel
- Powerpoint
- Outlook
- AS400
- Minitab
Special Training
- Six Sigma Greenbelt, Eaton Corporation
- Achieve Global Facilitator Certification (Zenger-Miller), Achieve Global Inc.
- Lean Kanban Facilitator, University of Tennessee
- Yellowbelt, Eaton Corporation
- High Performance Management, University of South Carolina
- Front Line Leadership – Manufacturing Excellence, Eaton Corporation
- Manufacturing Certification, Piedmont Technical College
- Ergonomics Principles and Applications, Eaton Corporation
- Quality System Auditor, Eaton Corporation
- Assessment & Selection Strategy, Eaton Corporation
- Lean For Frontline Leaders, Eaton Corporation
- Achieving Performance Excellence, Eaton Corporation
- Industrial Sector Lean Certification, Eaton Corporation
- EarlyTalent Scout Representative, Eaton Corporation
Awards And Activities
- 2015 Leadership Greenwood
- 2014 Corporate Recognition Model Plant
- 2014 EBE Premier Site
- Corporate Recognition with Quality Improvement Team
- Innovation & Quality Award
- Captain of state ranked flag football team
- Industrial Pretreatment Award
- White Glove Award
Training
Statistical Process Control 8D Problem Solving FMEA A3 Problem Solving Team Leader Training Process Mapping
Timeline
Operations Manager (Electrical/AMER)
Eaton Electrical
06.2023 - Current
Operations Manager (Electrical/AMER)
Eaton Electrical
06.2018 - 06.2022
Business Team Leader (Industrial/VEH)
Eaton Corporation
04.2015 - 05.2018
Interim Operations Manager (Industrial/HYD)
Eaton Hydraulics
05.2014 - 08.2014
Manufacturing Supervisor (Industrial/HYD)
Eaton Hydraulics
02.2014 - 03.2015
Production Supervisor (Industrial/HYD)
Eaton Hydraulics
08.2011 - 07.2013
Industrial Engineer (Electrical/AMER)
Eaton Electrical
02.2007 - 08.2011
Manufacturing Supervisor (Electrical/AMER)
Eaton Electrical
02.2005 - 02.2007
Bachelor of Science in Electrical Engineering Technology -
South Carolina State University
Associate of Science Degree in Electronic Engineering Technology -
Piedmont Technical College
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