5308 Medulla Road

Lakeland, Florida 33811

863-646-6969 – Home

541-591-1321 – Cell

joseph.libbert@verizon.net

James L. Ravenscraft, Jr.

OBJECTIVE

Senior Production Operation’s Executive providing project leadership in application of quality, statistical methods, continuous improvement, and improving deliveries and profitability.

EXECUTIVE SUMMARY

Proven technical expertise and leadership skills to build and motivate productive teams. Experience in state-of-the-art manufacturing practices and solving traditional problems related to productivity, efficiency, quality, profitability, inventory, service levels, and morale. Specializing in plant start-ups, and turn-around. Full P&L experience, with realized profitability and demonstrated versatility in applying these skills across market segments.

PROFESSIONAL EXPERIENCE

Electro Scientific Industries, Inc., Klamath Falls, OR 2000–2002

General Manager/Director of Operations

Completed a manufacturing plant startup for a $500M high-tech, electronics’ industry leader, a 130-person division of a 1500+ populated corporation, NASDAQ (ESIO).

· Recruited/trained a three-shift operation and established lean manufacturing techniques within a cellular manufacturing layout, which reduced Cost Of Goods Sold (COGS) by 40%.

· Redesigned the production line, increasing daily output by 1500 units.

· Managed multi-site cross-functional organizations in Klamath Falls, Portland, and San Diego.

· Absorbed a 32-week backlog and eliminated past-due orders.

· Improved quality through process improvements and developed a training program that contributed a 35% reduction in errors.

· Solicited feedback from key customers, regarding quality issues, and implemented a redesigned piece of equipment to remedy the customers’ complaint.

· Implemented material controls to reduce Work In Process (WIP) by 60%, increase throughput, and reduce lead-time.

· Established corporate representation within a small rural community, through affiliations, which enhanced company’s public relations with local community.

Tokai Carbon USA, Inc., Hillsboro, OR 1996–2000

Vice President /Plant Manager

Completed a chemical-process plant startup of a high-tech, Japanese-owned company within the semiconductor industry.

· Interacted with general contractor, city officials and regulatory agencies during construction phase to maintain a rigid construction timeline and establish key community contacts.

· Wrote policies/procedures and recruited the initial staff for this Japanese company, establishing their first presence in the USA.

· Established the initial supplier base and negotiated key contracts.

· Provided key interface with individual customers.

· Implemented/received ISO-9002 certification within an 11-month period that strengthened company’s marketing position with new customers.

· Responsible for full P&L for the manufacturing operation with red-to-black performance within first three months of operation.

Fenner Manheim, Manheim, PA 1991–1996

Plant Manager

Full P&L Operations’ Manager, with additional responsibilities including Warehouse, Shipping/Receiving, Engineering, Maintenance and Human Resources. Power-transmission industry, with multiple-sites and 350 employees.

· Supported a 22% increase in total sales/shipments while increasing operating profit the first year and 27% increase in sales the second.

· Reduced lead-times and increased throughput, which improved service rates.

· Supported Just-In-Time (JIT) by balancing inventories to minimize costs.

· Increased scheduled “on time” delivery rates from 20% to 100%.

· Implemented Total Quality Management (TQM), workcells, and Kanban systems to support a push/pull signal system for materials.

· Reduced inventory by $2M.

K-D Tools, Lancaster, PA 1990–1991

Subplant Manager

Responsible for areas of Machining, Finishing, Assembly, Shipping, Receiving and Maintenance (union, 119 employees). Tooling industry.

· Increased on-time deliveries from 76% to 98%.

· Introduced a series of method improvements involving Japanese philosophies (Shigeo Shingo, Taguchi, Kaizen, Kanban, Poke Yoke).

Subplant Manager

· Successfully implemented Toyota Manufacturing systems - Single Minute Exchange of Dies (SMED), including first-piece and final inspection procedures.

· Created workcells and single-piece flow in 85% of facility.

Martin Marietta Aerospace, Baltimore, MD 1986–1990

Lead Industrial Engineer

Engineered-standard development contract to determine the staffing and equipment requirements for the Titan II and IV programs. Supervised a team of 12 Industrial Engineers. Aerospace industry.

Newport News Shipbuilding, Newport News, VA, 1981–1986

Industrial Engineer

Provided Industrial Engineering support for foundry, machine shop, fabrication, welding, and assembly.

United States Air Force/Civil Service, 1972–1981

Management Analyst/Management Consultant – Civil Service (1979 -1981)

Industrial Engineer - USAF (1972 -1979)

EDUCATION

MBA, Business Management, 1984, Golden Gate University, San Francisco, CA

BA, Business Management, 1983, St. Leo College, St. Leo, FL

Industrial Engineering, 1972, USAF

AFFILIATIONS

Board Member, Chamber of Commerce

Board Member, Regional Workforce Investment

Treasurer, Klamath County Economic Development

Member, Rotary