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CAMERON FIDLER 6611 Jade Court * Burlington, KY 41005 * cameron@cadjacent.

com Residence: 859-689-0722 * Mobile 859-512-0512 CONTINUOUS IMPROVEMENT DIRECTOR / OPERATIONS MANAGER Diversified experienced Manager of Continuous Improvement and Project Management with a proven record of accomplishment for leading change, enhanced by a solid record of accomplishment for increasing productivity while reducing costs. Well versed in Total Quality Management and the Toyota Production System. Proven ab ility to deliver outstanding results in an environment requiring on-time error f ree production with unsurpassed quality. Core competencies include: * Training & Development * Process Improvement * Budget Setup * Lean Manufacturing * Continuous Improvement * Vendor Relations * Vendor Audits & Quality Assurance * Document Creation * Waste Elimination KEY STRENGTHS Improving efficiency and maximizing productivity through standardization Creating systems to solve process problems, eliminate excess costs and optimiz e available resources Establishing best practices and benchmarks to help achieve higher production r ates CAREER EXPERIENCE VALLEYCREST COMPANIES, Calabasas, Ca, 2008 - Present Continuous Improvement Manager Deployment of LEAN operations and standardized work practices for 8 construction branches producing nearly $200M in annual revenue along the east and gulf coast s. Create training programs covering budget development, vendor negotiations an d field planning upon contract commencement. Took an already successful busines s to the next level through the introduction of performance metrics, principles of lean manufacturing and increased utilization of existing processes. Interact with the Board of Directors and President concerning financial forecasts and re ports. Key Achievements: * Set goals where none had been set before. Provide employees with the training , tools and support needed to achieve them. Results: * Decreased labor costs 8% on $80M * Reduced rework 35% * Cut material costs 15% * Slashed overtime 90% without reducing output * Increased equipment utilization 22% * Right sized unskilled labor rates based on regional market analysis reducing a nnual payroll by nearly $7M * Develop task level work standards for field tasks to aid in maximizing team ef ficiency * Develop SOP's for project managers to ensure standard process deployment acros s branches * Develop a succession plan program for hourly employees to achieve their manage ment goals TOYOTA MOTOR SALES, Hebron, KY, 2003 - 2008 Supplier Development / Quality Assistant Manager Managed Mid West service parts quality programs in the national distribution cen

ters and the dealer networks. Identified and resolved sourcing, production and logistical issues for Toyota's mid west supplier base. Presented suppliers with ROI documentation for capital purchases required to comply with Toyota's suppli er requirements. Work in conjunction with suppliers to develop service parts pro grams to support seamless new model vehicle launches. Coordinated supplier comp liance and logistics routing for campaign/recall parts programs to ensure smooth flow to the dealer network. Assisted suppliers with root cause analysis and co untermeasure development once quality issues were identified. Key Achievements: * Developed a PDC inspection process that resulted in a 60% reduction in dealer fraud claims * Spearheaded a project that eliminated the double handling of returned warranty parts resulting in an annual cost savings of $1.2M * Managed development of new operational layouts resulting in a 15% increase in throughput * Developed a small lot high frequency delivery system resulting in an increased operational flow of 15% * Increased the utilization of UPS and Fed-Ex to increase delivery frequency for small suppliers * Increased supplier "on time" deliveries from 63% to 96% TOYOTA MARINE SPORTS, Hebron, KY, 2002 - 2003 Project Manager Facilitated the closing of a Florida production facility and relocated all remai ning inventory to an independent warehouse in Hebron, Kentucky. Created a deale r service parts program for a network of 20 dealers within three months of reloc ating. Negotiated contracts with vendors to minimize cost through all time buy purchases for low volume replacement parts. Managed a staff of 22 project speci alists planning a long term move into the Toyota's Hebron parts warehouse. Key Achievements: * Saved over $900K by completing the relocation into the Toyota facility 7 month s early * Sold excess engines to Toyota Racing Development for an increased revenue of $ 600K TOYOTA MOTOR SALES, Hebron, KY, 2000 - 2002 Warehouse Group Leader Managed 35 warehouse associates and 3 Team Leaders in a receiving dock function. Day to day activities included Kronos verification, daily manpower allocation, project team mentoring and production tracking. Quarterly objectives consisted of project development to meet Key Performance Indicators and regular budget re views. Key Achievements: * Restructured the receiving dock operations to accommodate a 35% increase in da ily inbound volume * Increased throughput for inbound freight sortation 15% EDUCATION Miscellaneous courses in pursuit of Bachelors degree CHAFFEY COLLEGE - Rancho Cucamonga, Ca