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With over twenty-eight years of experience, I bring valuable insight regarding operations, design, technical sales, and business strategy on an international level.  In the past, I have addressed sales and applications, product and process development, and manufacturing management.  My formal training includes programs such as MRP/ERP, Lean / Six Sigma, ISO 9001/14001/13485, API Q1, and World Class Manufacturing Techniques.

•	Brought leadership and direction to institute a culture of operational excellence at a contract manufacturer serving Nuclear Power Generation, Oil & Gas, Aerospace/Defense, and Pressure Vessel markets
•	Installed operations discipline into fabrication, assembly, materials, logistics and engineering efforts to meet daily, weekly, monthly and annual plans
•	Achieved buy-in of accountability being part of forward looking operating methodologies and held direct reports accountable in performing their respective work in accordance with developed processes to instill consistency in output from the managed group
•	Planned and adjusted equipment and personnel to meet upcoming project requirements prior to start of work
•	Established and guided an effective data driven management process from top down to efficiently manage day to day activities of the operation
•	Created and managed the annual operations plan for the company to support and accommodate the marketing plan in conjunction with the annual budget process

Director of Operations

•	Took over the operations department to move it from R&D into a full production, stand-alone business unit
•	Made and managed key decisions on make or buy philosophy for end items, as well as components and assemblies 
•	Directed all activities for the operations department, including resources, budget, and production schedules
•	Contributed to the strategic planning for the company’s future products and facilities
•	Mentored and encouraged direct and indirect reports to build leadership skills within teams and improve productivity 
•	Introduced and implemented a 5S program to enhance the existing cellular plant layout
•	Conducted and participated in design reviews, both internally and with customers
•	Employed lean manufacturing techniques to establish critical KPI’s during a startup mode, addressing the market demands by readying products for commercialization 
•	Diminished contributions by partnering corporations, along with a continual decline in oil prices, caused FMC to hesitate with initial strategy, and cutbacks to R&D expenses ensued

Director, Manager of Operations

•	Responsible for managing multi-site operations consisting of Production, Materials, Assembly, NPI, Engineering, HSE, Quality, Accounting, HR, Compliance and Logistics Departments for Mexicali Division, with revenue in excess of $90M, employing over 400 people across four locations 
•	Shaped and monitored the budget for manufacturing, including capital expenditures, labor, head count, and supply chain costs, associated with both production and integrated operations support 
•	Addressed poor service by an existing supplier, which included no true management of MRO inventory and lacking any measurable control of the tool crib, by seeking out a new 3rd party integrated supplier. Action resulted in an initial contract investment of $65k that had a break-even of 5 months.
•	Fostered a safety culture and implemented initiatives to drive the organization towards achieving the goal of <1.0 TRIR for 2013
•	In 2012, redefined the organization by segregating Materials Department structure into Logistics and Supply Chain departments.  During the same year, I created a New Products Integration (NPI) Team, including an MBA as the group’s Project Manager, an Industrial Engineer, a Materials Engineer, and a Senior Planner, to drive cost reduction initiatives and identify improved resources
•	Permanently transferred products from other facilities, including turnkey pipe handling machinery and controls systems from sister plants in Holland and Norway, as well as many domestic manufacturing sites
•	Green-fielded new 85,000 SF facility in 2009 to expand capital equipment and handling tools assembly 
•	Provided oversight on a cost reduction project for ST-120 Roughneck product. The ST-120’s were in production at NOV Orange with approx. 90 units/yr. with over 100 hours assembly time per unit. By moving this established, labor intensive, repetitive product to NOV Mexicali, a 10.5% reduction was recognized within 3 months after project kick-off.
•	After observing secondary tool fixture pallets on numerous machining centers not being utilized, I discovered tombstones had not been procured or developed. I obtained approval for a $75k investment and saw to it that setup time was optimized, and the return on the investment was realized within 18 months 
•	Responsible for the timely management and delivery of KPI’s, such as On Time Delivery, Cost of Quality, Production Efficiency, and Utilization
•	Accelerated inventory turns in Mexicali Division from 4.1 to 5.3 from Q1 to Q3 2007  
•	Created the first Cycle Count Team in Mexicali plant to conduct daily postings/inventory adjustments/reconciliation

Senior Operations Manager

Find out detailed information about Michael Slater,  in Upland, CA

Michael Slater: in Upland, CA

Michael Slater

C4 Welding Inc.

FMC Technologies

National Oilwell Varco

California State University Long Beach

University of California Irvine