William H.

Elliott
Barnesville, Ga., 30204 * Email: wef4b05c@westpost.net
Contact (770) 358-8222
Profile
Plant Manager and productivity expert with 20+ years of experience in delivering
efficiency and quality improvements as well as achieving customer specification
s. Bilingual (English/Spanish), with deep understanding of the Latin culture. St
rengths in:
Performance Tracking and Improvements; Problem Investigation and Resolution
Employee/Supervisory Team Involvement, Motivation, and Leadership
Professional Experience
MFI , Dominican Republic, 5/2008 10 / 2010
: Project Manager; Help raise efficiency from 50% to 75%.This was done in about
6 weeks by training the staff in assignments, bi-hours, line set up and follow
up.
: Started up 10 production lines; over the next 20 weeks, for a total of 24 sew
ing modules in the plant. We hired the additional staff to run and support these
10 modular.
: Reorganized the cutting plant by putting in procedures and make sure that com
pany policies were being followed. The impacted was the company was able to ship
orders on time.
: In July of 2009 became Plant Manager. Plant went from shipping 65,000 units we
ekly to 90,000 plus weekly. We got the cost down from .165 per minute to .11 cen
ts per minute. Over time cost was $40,000 monthly down to $ 4000 monthly.
Consultant, 5 /2007 5 / 2008
Consult with manufacturers and provide engineering expertise by conducting time
studies, setting up production lines, and improving productivity to achieve tar
geted delivery dates.
INISA, Mexico, 1/2005-5/2007
Plant Manager, Georgina (4/2006-5/2007)
Directed manufacturing operations at a 1200-operator, multi-style facility prod
ucing jeans for key accounts consisting of Wal-Mart, Levis, Gap, Old Navy, and L
ands End.
Devised and implemented plans for improving efficiency, quality, and employee a
ttendance.
Set priorities, communicated expectations, and created/updated production board
s to track results. Held daily meetings to review performance status; provided m
anagement/technical guidance to production managers, line managers, and supervis
ors in resolving problems and achieving goals.
Led style meetings to discuss line changes associated with the production of ne
w styles; oversaw test runs to determine style complexity and make adjustments t
o staffing prior to full production.
Supervised quality managers, engineers, mechanics, human resources, and product
ion managers.
Presented weekly results (progress toward monthly shipments) to Vice President
of Manufacturing.
Accomplishments:
Increased EFI/efficiency from 75% to 93% by educating operators on the companys
piece rate system and demonstrating earning potential of incentive pay.
Improved quality from 5.5% to 4.2% through emphasis on reducing defects.
Met order-to-shipment lead times of 5-6 days and achieved on-time delivery stan
dards of customers while maintaining inventory levels.
Lowered absenteeism by increasing employee awareness of the need for consistent
attendance.
Plant Manager, Planta Dos Mil (1/2005-4/2006)
 Managed plant activities for the production of jeans (carpenter and 5-pocket st
yles) for Wal-Marts Faded Glory program.
Cultivated involvement from employees at all levels of 1000-operator facility.
Trained engineering and supervisory staff on proper methods of setting up sewin
g lines, interacting with employees, making assignments, and placing work with o
perators.
Created internal rules and taught classes to communicate requirements to employ
ees.
Instituted use of production systems/boards to report output, efficiency, quali
ty, and absenteeism; reviewed daily results; and held production managers, line
managers, and supervisors accountable for uncovering/addressing problems and ach
ieving goals.
Accomplishments:
Earned Plant of the Year award in 2005.
Fueled growth in monthly profits from $120,000 to $250,000 with a peak of $310,
000 primarily by increasing weekly shipments from 165,000 to 215,000 units.
Improved overall plant EFI from 70% to 105% through improvements to 4 sewing li
nes from 55-88% to 100-110% and the automatic area from 80% to 110%.
Enhanced quality from 7% to 3.5% or below and eliminated overtime hours.
William H. Elliott page 2
EASTERN ACCENTS, Chicago, IL, 6/2004-10/2004
Consultant
Provided management and technical expertise for the cutting, sewing, and packin
g of duvets and shams for plant with 300 operators on two shifts.
Installed a Gerber cutter and new manufacturing equipment.
Re-engineered work methods and layouts to include automating the button sewing
process.
Improved productivity by 15% while reducing headcount.
VANITY FAIR INTIMATES, Mexico, 11/1994-2/2004
Plant Manager, Cedral and Zacatecas
Commanded plant that produced ladies bras for Vanity Fair, Vassarette, and Vict
orias Secret.
Managed all manufacturing processes to include receiving, cutting, molding, die
cutting, sewing, packing, and shipping operations for a 525-operator facility.
Measured and analyzed production output, efficiency, quality, and employee abse
nteeism and turnover by supervisor. Held daily meetings to discuss performance;
facilitated problem solving to include arranging time studies by engineers and m
achinery checks by mechanics.
Accomplishments:
Led turnaround from lowest to top-performing plant in the company (#1 of 12-15
locations).
Started the companys first molding operation, saving $25,000/week or $1/garment
by replacing outsourced molding with in-house production; won VF Excellence Awa
rd for operation start-up.
Designed and implemented a tracking system to measure performance by supervisor
, which was adopted companywide.
Production Manager, Reynosa, Saltillo, and Matehuala
Managed sewing production during multiple assignments at plants throughout Mexi
co.
Accomplishments:
Improved efficiency and quality while lowering employee absenteeism and turnove
r through development of a tracking system that was implemented in all VF plants
in Mexico and Honduras.
Changed sewing lines from traditional to modular production at Saltillo and Mat
ehuala facilities.
BROOKLYN MANUFACTURING, El Salvador, 5/1991-10/1994
Production Manager
Organized and managed production of mens shorts for Prince and ladies pants for
Koret.
Re-designed layout to place operations in sequence and balance lines, purchased
and installed new equipment, instituted quality checks, and implemented perform
ance tracking.
Doubled production within 2 months, enabling the company to meet shipment goals
and save the Prince account. Improved quality and employee discipline in 175-op
erator plant.
COLONIAL CORPORATION, Dominican Republic, 7/1989-7/1990
Production Manager
Supervised production of mens flannel shirts for J.C. Penney, Gap, Target, and
Kmart. Increased output from 500 to 1000 dozens per week with no increase in wor
kforce of 220-operator facility.
Ran cutting, pressing, inspection, packing, and shipping departments in separat
e assignments.
LARO MANUFACTURING, Dominican Republic, 1/1988-6/1989
Gained experience in designing floor layouts, line balancing, and controlling p
roduction.
Education
Gordon College, Barnesville, GA completed one year
Graduate, Monroeville Academy, Monroeville, AL
Military
United States Army, 1985-1988: Airborne Ranger, Fort Lewis, Washington Honorabl
e Discharge