Alan Houser is an experienced financial and operations manager seeking a top-level management position. He has over 30 years of experience leading operations and driving improvements in quality, safety, productivity and costs. His background includes positions as Vice President of Operations for multiple manufacturing companies where he implemented lean practices, standardized processes and closed or transferred facilities.

1. Alan Houser
14 Twilight Lane, Springfield, IL 62712
(217) 899-0389
alanhouser88@yahoo.com
I am an experienced and proven financial and operations manager, having succeeded with
several outstanding companies. I have continually improved my skills while earning
promotions and recruitments after making high impact improvements. I strongly desire
work in a top level management and leadership position.
Strengths & Experiences
 Both Financial and Operations leadership background with full P&L
responsibility
 Systems design and implementation experience
 Passion for delivering perfect orders
 Developer of lean supply chain delivery and stocking strategies
 Proven experience implementing a Lean/Six Sigma culture
 Continuous improvement in a lean environment
 World class housekeeping (5S) and safety practice
 Total Productive Maintenance (TPM)
 Practitioner of Constraint Management
 Practitioner of Lean Continuous Flow Manufacturing (CFM)
 Belief in the power of teamwork and employee involvement
 Willingness to learn and patience to teach
 Driven to lead others to higher performance and job satisfaction
 International exposure (Asia, Europe, Canada and Mexico)
Job History with NUDO Products (Springfield, Illinois)
Vice President of Operations, 2012-2013
 Responsible for all operational aspects of NUDO manufacturing operations
 Let rationalization for inventory management including location and storage
rationalization, materials flow, ordering patterns, picking and labeling procedures,
cycle counting and kanban methods
 Led quality improvements of over 50% - both internal and external failures.
Internal scrap reduced by 90%. Worked directly with several customers to solve
recurring problems.
 Led safety culture improvements – zero accidents since August 2012
 Developed and implemented employee incentive program with over 95% success
 Personally recruited and hired 5 key leaders in operations and quality roles
 Worked closely with Controller’s office to develop and improve key
manufacturing data flow, controls and reporting as well as identify product line
costing and profitability analysis tools
 Directly involved in the development and communication of a new company
culture for improvement
Job History with BWAY Corporation (Raleigh, North Carolina)

2. Vice President of Operations for NAMPAC, an operating division of BWAY, 2007 - 2009
 Responsible for all operational aspects of 11 plants in North America
 Rationalized and closed the Cleveland, Ohio facility and transfer of products to
three other NAMPAC facilities
 50% reduction in accidents ~ $400K savings
 Quality improvement resulting in 31% reduction in complaints
 50% reduction of component inventory ~ $2.5M cash flow
 Implemented a standardized plant wide OEE measurement tool driving 20+%
equipment performance improvement
 Implemented company-wide lean improvement practices
 Worked directly with Sales to standardize products, packaging and shipping practices
 Replaced 5 of 11 Plant Managers with highly qualified performers
 Worked closely with Controller’s office to develop and improve key
manufacturing data flow, controls and reporting as well as identify product line
costing and profitability analysis tools
Job History with Chicago Rawhide – SKF (Elgin, Illinois)
Vice President of Operations and Global Manufacturing for SKF Sealing Solutions, 2005 - 2007
In addition to leading operations of the former Chicago Rawhide units, I was also responsible
for global manufacturing coordination for newly formed SKF global Sealing Solutions.
 Coordinated standardized manufacturing technologies utilizing global Centers of
Excellence in North America, Europe, Asia and India to better service customer needs
 Key accomplishment: Transferring technology to Korea for bonded pistons from North
America, resulting in $25M additional sales in country of customer choice
 Integrated key supply chain partners for local source
 Recruited to BWAY Corp.
Vice President of Operations for Chicago Rawhide, an SKF Company, 2001 - 2005
Responsible for leadership of manufacturing, quality, process and materials engineering,
supply chain & planning of all North American facilities including five U.S. sites and one in
Mexico. Operations include metals cleaning and plating, rubber mixing and rubber to metal
compression and injection molding with complete tool room and maintenance support. Sales of
$350M; 1700 employees; facilities TS16949 and OHSAS 18001 certified.
 Trained and instilled Lean/Six Sigma enterprise culture
 Three year inventory reductions of 50%+ (over $32M)
 Improved customer service levels from 82% to 95%+
 Improved supply chain lead times from 6 weeks to 1-5 days
 First year safety improvement of 39% (recorded accidents); Second year
improvement of 24%; Third year improvement of 55%, including zero accidents
at two facilities with over 500 total employees
 First year productivity improvement of 5% with 12% volume decline; Second and
third year improvements of 8% and 11%, respectively
 Four year head count reductions from 2400 to 1600
 Implementation of 5S standards, TPM/Autonomous Maintenance standards, and
visual kanban pull systems
 Implementation of daily automated supply chain pull systems featuring internet
communication, automated transactional accounting and automated payment vouching
with no human interface

3.  Managed closure and transfer of 2 U.S. facilities to other U.S. and Mexico operations
 Coordinated new business and transfers to SKF Korean and Chinese operations
 Identified key strategic supply chain partners for growth and consolidation
Job History with Federal Mogul Corporation (Frankfort, Indiana)
Plant Manager of Sealing Systems Facility, 1997 - 2001
Responsible for the general management of engineering and production of oil seals.
 Operations included 60 to 800 ton progressive metals stamping, metals cleaning and
plating, rubber mixing and rubber to metal compression molding with complete tool
room and maintenance support.
 Utilized constraint management production philosophies in a high velocity just-in-time
environment serving both original equipment and after-market customers
 Sales of over $104 million; 850 employees; QS9000 and ISO certified facility
 Profit improvement in 1998 and 1999 of 50%
 Recruited to Chicago Rawhide/SKF with a promotion
Job History with Price Pfister – Black & Decker Company (Pacoima, California)
Director of Manufacturing Systems, 1996 - 1997
Responsibilities included setting the vision for, designing and implementing kanban-based
inventory management systems for worldwide manufacturing units in California and Mexico.
Additionally, responsible for implementing MFG-PRO manufacturing control software in
support of kanban-based flow manufacturing. Recruited to Federal Mogul with a promotion.
Job History with Eaton Corporation (Kentucky, Shanghai, PRC, Colorado & Illinois)
Project Manager of a Joint Venture feasibility study in Shanghai, PRC, 1996
Responsibilities included overseeing due diligence, asset valuations, financial projections,
market analysis, channel studies and both operation and business planning. Recruited to Price
Pfister by a former Eaton peer with a promotion.
Integration Support Coordinator at Bowling Green, Kentucky plant, 1996
Responsible for coordinating and facilitating the efficient and timely consolidation and closing
of a major prime and assembly plant with product transfers to three other facilities including
North Carolina and Puerto Rico. Volunteered for this assignment while International
assignment developed.
Plant Manager at Pueblo, Colorado plant of the Industrial Controls Division, 1993 - 1995
Responsible for the coordination, layout, construction and management of a new start up
facility dedicated to servicing a single local major OEM customer utilizing demand flow
technology manufacturing (DFT). Introduced with a lean functional staff of only 4 persons
(H/R, Finance, Engineering, Materials). Promoted within Eaton to International assignment.
Plant Controller at Lincoln, Illinois plant, 1988 - 1992
Responsible for information systems as well as financial reporting. Also managed thermal set
and plastic injection molding department (45 machines, 48 production personnel, 3 engineers).
Gross sales of $120M; 650 employees. Promoted within Eaton to Pueblo assignment.

4. Education
1979 – Illinois State University – Normal, Illinois
Bachelor’s degree in Accounting
1992 – The University of Illinois – Champaign, Illinois
Master of Business Administration (MBA) from the Executive MBA Program
Graduated with academic honors
Strong references available upon request.