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Director of Operations Resume - Sample

• Established & managed large-scale production facilities.
• Achieved challenging production targets & objectives in pressurised, demanding production environments.
• Experienced in HR management, motivation, training/development.
• Reviewed, upgraded & installed sophisticated production-related systems and administrative & budgetary controls.
• Sound administrative, financial & system management skills.
• Excellent communication & team management skills.
• Approachable, liaise/negotiate at all levels; can orchestrate complex presentations.
• Good planning, organisational & scheduling abilities - skilled at minimizing and eradicating waste.
• Quick to recognise opportunities, good ideas person, able to use creativity & have a vision for complex problems and plan growth strategies.
• Input sound product & technical knowledge to sales & marketing.

• Licentiate, The Clothing Institute of London, UK.

• 1977 MANAGEMENT COURSE, The Clothing Institute of XXXXXXX, K thesis: Production Management
• 1963 INTERMEDIATE DIPLOMA, The Institute of Certified XXXXXXXX, XXXXXX

• 1962 SENIOR CERTIFICATE, XXXXXXXXXX, XXXXXXXXX
• Subjects: Afrikaans 1st Language English 2nd Language, Biology, Mathematics, Physical Science, History

• Responsible for their Ladies and Menswear.
• Operations on the north coast of xxxxxxx.

• This position was on 1 year contractual basis as a consultant.
• I was responsible for setting up the SWAZILAND operation. This contract expired on the 15th March 2002.

• Owned by XXXXXX parent company. Holding group: XXXX Textiles.
• Included XXXX & Apparel Division (Botswana) DeNim & Coastal Textiles (XXXX)
• XXXXXX had 850 staff and manufactured solely for export market.

• Accountable for full operation, from finding market, cost management, profit, full control of division, to getting final product to customer.
• Initially, the plant was badly managed, with no systems, low productivity levels, poor quality, no timekeeping, hardly any cash flow.
• Introduced a clocking system, changed factory floor to a straight-line system, streamlined the product to 5 pocket denim jeans, introduced quality management system, restructured the entire management team, and introduced a planning and reporting system.
• Quality was so poor on 1 UK line after 3 months work, nothing could be invoiced. With my involvement I achieved a 95% total improvement in quality.
• Made people feel proud of what they were doing, taking the lead in becoming totally involved in everything that happened in the organisation. The organisation became disciplined and focused, as management began to take ownership of the various departments. Being a team man, I involved the whole team when there was a problem, thereby achieving a greater level of commitment. My team respected me for my leadership, my straightness & honesty, and also for my ability to identify & correct problem areas in a professional manner.
• Staff that directly reported to me included the marketing team (based in Durban), financial manager, planner, cutting room manager, factory/work-study manager, production manager. Lack of finance unfortunately resulted in an inability to recruit management to key positions.
• Learnt to understand the predominantly rural labour pool that had no experience of business or factories whatsoever. A great deal of patience was needed.
• Manufactured 5 pocket denim jeans on 5 production lines (about 6000 units / day) Customer profile was Gap, Red Stripe, Quelle, Lolly Togs, One of the top USA buyers of Gap rated the plant as one of the best run plants in Southern Africa- a compliment indeed. When measured against some SA plants! Her rating of 8/10 was an accolade for my management team, especially in the circumstances under which they had managed in the past few months.

• Initially employed as PRODUCTION EXECUTIVE and then promoted to OPERATIONS DIRECTOR in 1994

• Participated fully in overall management and strategic planning.
• Controlled all departments except finance and marketing. Managers reporting to me: Production, Technical, Computer &Quality executives; Planning & Out Sourcing.
• Indirect control of eight other managers.
• Controlled planning, store control (fabric & trims), CMT, entire quality control operation, dispatch. Technology, production equipment purchase, staff welfare, HR and chairing all critical meetings.
• Tremendous initial quality problems improved over some years by doing overall analyses, implementing various quality control & WIP systems, improving management structure and introducing an incentive system related to output and quality.
• Responsible for getting the goods to the customer, including liaison with Woolworths executives, buyers & technology: and the ability to approve lab dyes and strike offs to M & S quality standards.
• Controlled all CMT operations: sourced new CMT manufacturers.
• Fabric store control: managed a wide range of stock fabrics on core merchandise to reduce lead times by up to 6 weeks.
• By the time that I left, Bibette was producing 264000 garments & invoicing R 14 million/mth and producing for M & S as well. We had attained world standards in systems, and were able to compete globally.
• I was proud to have contributed to building a strong senior & middle management team. My support of promotion from within resulted in natural promotion of key staff in order to fill my position.

• Started a xxxxxx factory specialising in active sportswear.
• Employed about 200 staff.