Steve Larson has over 20 years of experience in operations management at Chrysler LLC, where he has held several roles of increasing responsibility. He has a strong track record of improving operational efficiency and reducing costs. Larson has expertise in strategic planning, budgeting, inventory analysis, and process improvement. He aims to identify opportunities to propel growth and profitability through effective leadership.

1. STEVE J. LARSON
469 Arbor Drive, Carmel, IN 46032 ▪ 765.419.8388 ▪ Email: Larsonweaver@Indy.rr.com
SENIOR OPERATIONS MANAGER
EXECUTIVE SUMMARY
Visionary and results driven Operations Manager that offers a solid, verifiable career track of successfully
propelling operational growth and profitability. Outstanding ability to effectively identify opportunities, develop
focus and provide tactical business solutions. Exceptional communicator with strong negotiation, problem
resolution and client needs assessment aptitude.
PROFILE
Accomplished business manager with an impressive record of achievement in designing strategies,
analyses, methods, processes and operations to improve financial performance
Hands on management experience in all facets of business, with notable contributions as an inventory and
finance manager, able to build lean organizations and capture emerging business opportunities
Pedigree of proven performance in the following: issue discovery and resolution, contract negotiations, customer
relationship management, team collaboration, and process innovation
CORE COMPETENCIES
 Strategic Business Planning  Purchasing & Inventory Analysis
 Budgeting & Cash Flow Optimization  Client & Vendor Relations
 Team Building & Leadership  Policy & Procedure Formulation
 Cost Reduction & Revenue Gain  Material & Production Control
 P & L Accountability  Production Logistics
 Project Management  Organization & Communication
RECENT EMPLOYMENT EXPERIENCE
CHRYSLER LLC, US-Indiana-Kokomo 1995 – Present
Material Control Supervisor (2006 – Present)
High profile supervisor charged with furnishing leadership over daily operations, shift change and staff meetings for
35 employees in shipping/receiving and production/assembly.
 Orchestrate production and assembly schedules to guarantee our daily rate with zero downtime for delivery.
 Engineer directives to reduce number of service parts past due per our shipping requirements from over 300
parts to less than 10 in less than 1 year.
 Conceptualize innovative concept to identify which department was the bottleneck of each and every part
number and get a committed/attainable service part build schedule in sub-assembly and assembly depts.
 Educate coworkers and upper management on lean manufacturing initiatives that would dramatically reduce
inventory float levels without running out of parts saving over $30M in inventory.
 Author financial control document on how to properly account for scrap utilized by supplemental capacity
supplier saving $100K’s.
 Oversee and sustain production/assembly build schedules to ensure company objectives are achieved.
 Launch part containerization for line side presentation.
Non-production Material Analyst (2004 – 2006)
As Material Analyst challenged to follow-up on non-productive material in plant for maintenance personnel as well
as establish part numbers for restricted/hazardous materials.
 Spearheaded shipping out procedures for tooling and machine parts.
 Organized and inputted requests for materials to ensure proper cost allocation.
 Steered activities to retain accurate inventory levels and records in regards to pricing.
 Guided initiatives that were implemented to ensure all receipts of materials entering plant with or without
proper paperwork were addressed.

2. STEVE LARSON PAGE TWO
Bailment/Records/Supplemental Analyst (2001 – 2004)
Lead Analyst accountable for executing and processing reconciliations for miscellaneous receipts, foreign receipts,
supplemental inventory adjustments, in-transit adjustments, pseudo receipts, old in-transit and advanced shipping
notices.
 Instrumental contributor to advancement of several inventory management and security systems.
 Verified and approved receipts for duplication, disputes, and deviations.
 Collaborated with logistic coordinators on in-transit floats in addition to instituting float levels for accurate
release to suppliers.
Service Scheduler (2000 – 2001)
As Service Scheduler, selected by organization to conserve record integrity, furnish delivery schedules to customers,
synchronize material, preserve bills of material records, enter online shippers, correct rejected advanced shipping
notices and adjust receiving discrepancies.
 Modified release schedules that were rejected by MOPAR.
 Regulated purchase orders for pack sizes and lead-times.
 Utilized manufacturing group accounting to formulate cost.
 Coordinated potential buyers of excess and obsolete material as well as other outside sales in excess of costs.
Production Control Analyst (1997 – 2000)
As Production Analyst, responsible for constructing and updating releases, crafting purchase orders, maintaining
supplier contacts, reconciling errors in records and evaluating inventory floats.
 Communicated with suppliers to affirm production in plant.
 Facilitated filing of unsatisfactory supplier performance reports.
 Elected by organization to uphold QS9000 controlled documents.
 Directed proper inventory flow throughout the plant.
PREVIOUS EMPLOYMENT EXPERIENCE
Manufacturing & Tool Engineering Clerk, CHRYSLER CORP, US-Indiana-Kokomo 1996 – 1997
Non-production Material Analyst, CHRYSLER CORP, US-Indiana-Kokomo 1996 – 1996
Payroll Clerk, CHRYSLER CORP, US-Indiana-Kokomo 1995 – 1995
EDUCATION AND PROFESSIONAL DEVELOPMENT
Master of Business Administration, Indiana University-Kokomo, US-Indiana-Kokomo
Bachelor of Science in Accounting, Southern Illinois University-Carbondale, US-Illinois-Carbondale
PQI (Product Quality Improvement) certification
STRS (Salary Time Recording System) certification
►Completed Training: Leadership, COS (Chrysler Operating Systems), Hazardous Waste, QS9000 (Quality
Standard 9000) Leadership, SMART (Supplier Material Resource Tracking), PCO (Production Control Operations),
PFMEA (Problem Failure Mode Evaluation & Analysis), LPA (Layered Process Audits), Control Plan Development
and Execution, LEAN Assessments, PPSR (Practical Problem Solving Reports), NCT (Non-Conformance Ticket)