1. JEFFREY R. WITTROCK
48 Mockingbird Lane • Oak Brook, Illinois 60523
jeff@wittrockfam.com • 630-654-1509
LEADER IN OPERATIONAL EXCELLENCE
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Highly accomplished, detail-oriented operations leader with extensive experience leading cross-functional teams with a
focus on lean initiatives in manufacturing, packaging, supply chain and overhead cost. Strong, decisive manager with
proficient ability to leverage strengths of employees. Innovative problem solver with broad industry and technical
knowledge; adept at leveraging quality principles and lean manufacturing strategies to drive productivity and profitability.
Core competencies include:
• Lean Initiatives • P&L/Budget Management • Startup Operations
• Change Management • Process Reengineering • Operations Restructuring
• Team Building/Coaching • HACCP Process • Cost Controls
• Cost/Benefit Analysis • 5-S Strategies • Project Management
PROFESSIONAL EXPERIENCE
LA-CO Industries – Elk Grove Village, Illinois 2006–2009
Specialty chemical and allied products manufacturer serving 50+ countries with annual revenues in excess of $45M.
DIRECTOR OF OPERATIONS
Leader of teams from various business disciplines, including Manufacturing, Packaging, Maintenance, Materials Control,
EHS, and Planning. Supervised 6 direct reports with a total labor force of 80 employees. Controlled labor cost, operations
efficiency, and on-time shipment schedules. Monitored all safety and regulatory compliance; reported status updates,
progress, and trends to executive management. Oversaw movement of purchase price trends of raw materials and vendor
costs. Managed $7M annual operating budget and $4.2M inventory portfolio.
• Project Leader in bring outsource product manufacturing in house; developed capital request for plant expansion and
equipment procurement valued at $3.7M.
o Resultant reduction in cost of manufacturing by $0.15 per part, gaining additional margin of $825K in 1 year with
expected growth of 5–8% each year. Delivered project on time and under budget by over $200K
• Performed labor studies and tracked performance efficiency to reveal methods for reducing redundancy and waste;
through Kaizen methods, developed, engineered and implemented lean manufacturing/packaging process.
o Launched capital project of $150K in purchase of new equipment, racking, labeling systems, and work cell
alignment; increased labor efficiency 17% and reducing to 1 shift operation, eliminating $399K in labor per year.
• Key member of development and installation team for new $1.5M ERP/MRP platform; mentored all reporting
managers in completion of deliverables for successful system cut-over.
o Greatly enhanced manufacturing planning and execution while reducing clerical overhead by $200K.
• Lead quality team to improve customer service and complaint mitigation. Authored multiple quality procedures and
instructions; championed several steering committees for new product development and seamless launch.
• Mentored and coached supply chain team members to improve planning and forecasting behaviors; coordinated with
Materials Manager to develop best practices procedures.
o Reduced overall inventory holdings from $4.5M to $3.6M; improved inventory turns by 20%.
• Drove facility renovations valued at $275K to include energy-efficient HVAC systems installation and server based
environmental controls. Decreased energy costs $64K annually.

2. JEFFREY R. WITTROCK • Page 2
Avon Products Manufacturing – Morton Grove, Illinois 2001–2006
World’s largest direct selling beauty products company with markets in more than 150 countries.
MANUFACTURING MANAGER
Observed 60+ batch processing employees and processes to ensure all FDA, OSHA, and GM regulations were followed;
tracked flow and demand to process all batches to meet mission-critical packing schedules. Collaborated with chemists and
laboratory leaders to review prior day’s batches; examined results for errors and standardized techniques to avoid future
issues. Adjusted manufacturing flow using 5-S strategy to achieve rate of 17–20 batches per day within 2 months and
reduce need for employee overtime by up to 50%.
• Designed automatic tube loaders with engineers to reduce need for additional employee at each of the 6 low speed
tube filling station; internally fabricated at a cost of $300 each; eliminated need for 6 employees on each of the 3 shifts
to result in $600K annual labor savings.
• Teamed with the Process Improvement Team to develop a MS Access database to allow bar code scanning and
tracking of all operations throughout the facility; cultivated an atmosphere of increased communication and synergy to
reduce paper documents from 25 to just 5.
• Engineered a liquid ingredient transfer system to reduce labor in the movement of 55-gallon drums; transformed
processes to accept 40K-lb tanker loads of ingredient into retrofitted, existing tank farm.
o Delivered savings of more than $300M per year, as well as a reduction of labor, warehousing, and drum disposal
valued at over $100M annually.
• Revitalized process for tube filling with new equipment/machinery to reduce changeover and sanitization from 2.5
hours to less than 20 minutes; enhanced on-stream time while reducing overtime by 10%.
o Received recognition for Morton Grove, Illinois, plant location within the worldwide market as a global leader in
business transformation.
Fluid Energy Processing and Equipment – Hatfield, Pennsylvania 1993–2001
National leader in manufacturing particle-size reduction equipment for industrial, cosmetic, and food-grade chemicals.
PLANT SUPERINTENDENT
Oversaw daily activities related to facility operations with 7 direct reports, including maintaining proper resources,
production schedules, and client satisfaction. Managed Profit & Loss (P&L) reports for $4M annual operating budget and
recommended several capital improvements to improve profitability. Developed strong, intrinsic controls to ensure high
quality and to align processes and procedures with key ISO 9002 guidelines. Suggested firm purchase and convert local
warehouse space for in-house inventory and shipping; earned $500K in annual savings as well as 50% improvement in on-
time shipment and increase in customer satisfaction.
Additional experience with the United States Marine Corps as an E-5 Non-Commissioned Officer to lead enlisted personnel within the
Avionics field; conducted component-level repair of laser, infrared, and radar systems with a focus on top-notch quality control and alignment with
all federal guidelines and regulations. Received several awards and accolades, including the Good Conduct Medal, Meritorious Mast Award, and
Gulf War Medal.
EDUCATION
Master of Science in Supply Chain Management (Expected 2011)
Bachelor of Science in Business Administration – magna cum Laude
ELMHURST COLLEGE – Elmhurst, Illinois
Affiliation: Paranet Group, Member
TECHNICAL PROFICIENCIES
Tools: AutoCAD light ~ PeopleSoft ~ Attendance Pro ~ Ms Office Suite ~ Lotus Notes
MRP/ERP Platforms: Solomon 5, QAD, Manugistics, Ross/Gem Base, Microsoft AX Dynamics
Warehouse Management Systems: Barcoding scanning technology, Wizard, RF Smart