Derald Bogs

Operations Executive, Executive Office

Hi, I'm Derald Bogs. Welcome to my profile!

Derald Bogs's Bio:

Derald Bogs's Experience:

• VP Operations at BMC

  August 2011 - August 2012

  Contract Employment role - One year Contracted position to turn around an unprofitable construction company and allow owner to market and sell the company at a higher valuation. Very successful in re-focusing personnel on increasing revenues and reducing costs. Updated technologies and strategically empahsized core strengths. Added new long term contracts and negotiated discounts to reduce expenses.

• Executive at Tradebe USA

  March 2010 - January 2011

  Analyzed potential acquisitions for all aspects of Operations, Sales, Finance, HR & Environmental Successful due diligence & integration planning. On boarding of Acquisitions. Successfully closed $55 million dollar acquisition and provided key leadership in the integration planning for that company.

• Sr. Regional Manager at Safety Kleen, Inc

  August 2005 - January 2010

  Skillfully lead manufacturing operations and direct sales for four (4) regional manufacturing facilities including chemical recycling & product distribution units. >Managed Master distribution warehouse & storage facility, which serviced 46 US branches, 13 Canadian branches, and 10 US distribution warehouses. Shipped internationally via expediter. >Applied lean manufacturing techniques to improve solid materials throughput by 22.4% and output of chemical pail and drum filling operations by 27.3%. >Created and executed business plan for LTL containerized program and increased sales by 24.6% by applying strategic dynamic customer routing. >Initiated team building and cost savings programs to identify $1.2 million in cost savings within first 4 months. >Facilitated turn around and culture change at facilities and engaged teams to significantly out produce year over year. >Created facility MRP program for all repetitive production units based on Lean manufacturing program and moved raw materials to JIT improving cash flow by $3.6 million. >Obtained ISO14001 certification by implementing policy and Environmental management system

• Regional Operations Manager at Carmeuse

  January 2002 - August 2005

  Managed manufacturing operations for two (2) continuous materials processing plants ($106 million in Revenue). These facilities included: manufacturing, plant engineering and maintenance, logistics & production control, environmental, safety, purchasing, warehousing/distribution. >Instituted lean manufacturing techniques by developing value stream mapping initiatives to increase process up time from 64% to over 90% and reduced significant process waste. >Restructured process team and used six sigma methods to increase quality from 24.7% in specification to 95.3% level in less than one year by creating and focusing on key metrics/standards. >Created policies and standard operating procedures to obtain ISO 9000 certification - 2003. >Acted as cultural change agent. Trained and developed leadership. Appointed as corporate co-chair to Learning & Leadership Council to define best practices for organization. >Increased sales by 29.6% and increased on time shipments from 58% to 99% by redefining order to cash process and restructuring logistic flow / scheduling through facilities. >Introduced predictive and preventative maintenance methods into organization. Initiated computer based PM program.

• President at Automation Resources, Inc

  December 1999 - January 2002

  Recruited to develop and implement a start up, stand-alone, engineered to order production facility and distribution business unit from concept. >Exceeded year one and two sales revenue targets. Contributed positively to corporate profits within one year of start up operation - by growing custom engineered systems sales to $2.1 million. >Successfully negotiated favorable contracts with electrical and mechanical parts distribution for industry leading brands. >Created and implemented three year strategic goals and initiatives to successfully manage inventory and the production process. >Procured all capital equipment and leasehold improvements, developed manufacturing & engineering/maintenance standards and process techniques. >Hired all key organization managers for roles in engineering, sales, administrative, warehousing, and manufacturing.

• General Manager at Emerson Electric Company

  October 1994 - January 2000

  Specifically hired by Emerson Electric, a 19 billion dollar corporation to manage all facets of three regional repetitive component manufacturing and automation business units, eventually covering 26 state territory. >Implemented and developed a stand-alone electrical component manufacturing and distribution business unit from concept for Control Techniques Plc. Started up first facility from inception and achieved all earnings objectives. >Contributed positively to corporate profits within one year of initial operation. >Promoted twice within 3 years, achieving operational responsibility for three units and a 26 state territory. Organized three facilities, in different geographical territories, to respond as one business unit. Re- engineered and streamlined the operations to utilize the strengths of each unit. Reduced overlapping administrative and production functionality. Implemented Lean workstations. >Relocated full manufacturing facility located; Introduced new sales programs to the distribution channel and OEM markets, and launched new products and applications. >Increased sales revenues by 20-30% each year. Set performance objectives for each department, and established departmental procedures and manufacturing standards. Reduced operating expenses from $4.5 million to $2.9 million, eliminated 18 positions, and improved productivity throughput by 6 full days by using lean manufacturing techniques to decrease setup and wait time. >Originated a five-year strategic plan which established division goals and strategic growth objectives. Awarded Presidents Circle accolade for ificant

• Senior Project & Operations Manager at LTV Steel Corp

  May 1987 - September 1994

  Hired as a Sr. Plant Project Engineering Manager. Successfully managed numerous high value plant engineering and maintenance projects spanning seven years. Created programs and worked with cross functional teams to develop concepts and then execute / control continuous improvement projects across the facility using various problem solving techniques. >Project Management - Completed $46 million Hot Strip mill automation project. Directed project from concept to completion. Supervised all budgetary expenditures, procured capital equipment and organized teams to attack key project areas. Automated all operating functions to reduced work force by 35. >Established new quality standards, improved productivity by 6%, and received the first of three prestigious President's Awards. Authored and published Association White paper. >Launched a $22 million slab-slitting facility. Directed plant study for production planning, logistics and material flow -- using existing plant personnel to reduce costs. Solved engineering and operating challenges, procured equipment, managed installation, and developed training. The result was a fully functional facility that reduced operating expenses by 25%, earning another President's Award. >Created electro-chemical model and automation for chrome plating of steel strip - allowing direct ship from process line, which cut mill expenses by $4.7 million.

• Senior Electrical/Software Engineer at F. J. Littell Company

  May 1985 - September 1987

  Designed Computer & PLC based software to match system requirements for custom engineered machinery. >Worked on automating heavy & light industry specific machinery to increase throughput and obtain greater consistency in manufacturing of component parts. >Promoted to operations manager for a startup business segment dedicated to developing a new prototype man machine interface unit. Brought unit from concept to production capable in 14 months.

• Supervisor at Republic Steel Corporation

  May 1982 - June 1985

  Coordinated manufacturing, maintenance, and engineering projects across plant facilities. Initiated a plant-wide computerized maintenance program for Republic Steel. Coordinated installations, planning and project schedules. Developed cross functional team to produce working models of screens and created real-time data analysis for each piece of plant equipment. Reduced written record keeping by 70%. Reduced downtime by 15% in the first year and reduced maintenance and engineering cost by over $2 million. Established PM standards for mobile equipment and drove consistency across the individual operating units. As process automation supervisor, met with plant operating personnel and identified key prospects for inventory and cost reduction. Executed cost savings and continuous improvement for site. Taught courses in PLC based controls and systems

• Business Consultant at Biz Whiz

  September 2012

  Business Consultant. Provide Financial and Operational Analysis, strategy & solutions to improve the bottom line. Train on effective plant management, team building, and development. Provide continuous improvement through the use of lean, 5S, Six Sigma manufacturing techniques. Identify cost savings and key metrics for positive changes within organizations.

Derald Bogs's Education:

• Villanova University

  2007 – 2007
  Certification

• MBA-Keller Graduate School

  1982 – 1987
  Masters
  Concentration: Business Operations Management

• BSEE- Purdue University

  1977 – 1982
  BSEE
  Concentration: Electrical Engineering

Derald Bogs's Interests & Activities: