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