1. KEITH L. KUNKEL
3521 Rasco Court w Granbury, Texas 76048 w 817.691.6065 w keith.kunkel@yahoo.com
OPERATIONS LOGISTICS AND MANUFACTURING MANAGEMENT
Senior Operations Manager with more than 18 years’ experience
in Production, Manufacturing, Distribution, Logistics, and
Warehousing within multiple business units, brands, and markets.
Master Certificate in Lean Manufacturing and track record of
increasing production, on-time delivery, productivity, and
efficiency while reducing costs, accidents, and waste.
Expertise with Supply and Demand Forecasting and Scheduling
and Project Planning (post-merger/acquisition).
ü Strategic Planning & Execution
ü Process Improvement
ü Systems Integration
ü Warehouse Operations
ü Integrated Logistics
ü Inventory Control
ü Vendor Negotiations
ü New Product Development
ü Brand Management
Professional Experience
PLANO SYNERGY (formerly WGI INNOVATIONS, LTD.)-Grand Prairie, Texas 2007–Present
Sr. Director of Operations (2013–Present)| $80.6 million annual budget | $145 million annual sales
Progressive promotion through a series of increasingly responsible strategic planning, P&L, and
management positions, culminating with direct oversight of three business units: Grand Prairie, Texas;
Baton Rouge, Louisiana; and Port Clinton, Ohio. Report directly to the Corporate COO. Supervise 3 plant
managers, 16 Managers/Supervisors, and 130 employees. Oversee all Operational budget requirements
and manage multiple multi-million dollar capex spends, ROI, and cost justification projects.
• Oversee explosive growth to $145 million from $85 million with exceptional business unit results:
ü Louisiana business unit-50% productivity increase; 80% overtime decrease; and 25% cash flow
increase by the use of total production automation, implementation of lean principals, and
integration of supply/demand planning. Increase production by implementing a large
automation portion of manufacturing process at this facility.
ü Ohio Business unit-split and integrated 50% of product line to another business unit with more
equipment to handle the business. Achieved 20% distribution cost savings by transitioning the
business unit into the Corporate structure.
• Realize hundreds of thousands in savings company-wide by leveraging quotes for pallets, boxes,
domestic and international transportation, and small package distribution across business units.
• Help integrate the business units for general reporting, policies, and procedures. Champion
employee incentive programs, safety, and Cycle Counting practices. Implement cross-training
initiatives and team building to help make teams more robust and flexible.
• Analyze financial numbers and scorecards to focus on critical issues to determine root causes and
corrective action plans or creative solutions to resolve challenges.
• Utilize summarized reporting to track, manage and monitor status of multiple facilities and report to
Corporate and Board of Directors. Provide Board of Director presentations for quarterly meetings as
the main contact for Operations.
Continued…

2. Keith L. Kunkel
817.691.6065 w keith.kunkel@yahoo.com
2
Director of Operations (2010–2013)
Promoted to direct daily manufacturing and distribution operations. Oversaw financial growth to $85
million from $48 million. Supervised 8 Managers/Supervisors and 60 employees. Reported directly to
EVP/Managing Partner. Created Staffing and functional departments and teams to meet company
objectives and increase customer satisfaction.
• Helped organize and outline processes and procedures for the warehousing, shipping and receiving,
inventory control, customer service, supply chain, and MRP/analytics to help sustain operations.
• Created documentation to track and measure departmental performances: key performance
indicators (KPI); on-time shipping; fulfillment ratings; supply and demand variances; backorder and
late order time measurements; and productivity/efficiency standards.
• Instrumental with implementing a new TMS/ERP/MRP computer system changeover, working with
third party computer technicians to customize the system to establish general reports, create
departmental dashboards, and change viewpoint of supply and demand by the use of integrating
sales forecasts versus actuals.
• Travelled internationally to help set up additional vendors, vendor agreements, vendor production
planning and maintaining management of supply and demand plan.
• Started a role as mergers & acquisitions “post-close” of newly acquired companies to migrate
business into current facility and slowly phase out via integration planning of the purchased or
merged business units.
• Achieved 18% reduction in cash flow/capital needs for international partners by use of a Contract
Manufacturing Agreement and advanced purchasing requirements.
• Realized 46% reduction in customer chargebacks associated with operations by the use of MRP/ERP
via summarized and customer reports to manage the day-to-day business.
• Captured additional 20% cash flow reduction and slashed year-end on-hand inventory 25% by fine-
tuning the supply/demand process with the new system with a more just in time approach and with
a better focus on customer forecasts.
• Maintained deadline on post-close mergers that included entire $20 million company move.
Operations Manager (2007–2010)
Full strategic planning, P&L, and daily management of a 175,000+ sq. ft. automated replenishment and
distribution facility supplying sporting and hunting products to Wal-Mart, Academy, Bass Pro Shops,
Cabela’s, and other major retailers. Oversaw Operations, Production, and Warehouse Departments.
• Provided internal structure by managing multiple simultaneous departments during a period of
growth to $48 million from $12 million.
• Increased productivity 37% and cut headcount 50% by streamlining production and distribution
areas via automation; improving material handling, visual factory and reporting tools; and
standardizing procedures using Lean Manufacturing techniques.
• Slashed shipping errors 60% and cut on-time deliveries from 72 hours to 24 hours by improving
quality check procedures, training programs and existing picking/pulling procedures.
• Implemented initial setup of the Grand Prairie facility including establishing inventory management
structure, purchasing overhead equipment, hiring personnel, and establishing policies, procedures,
and training for Warehouse, Distribution, and Production departments.
• Sourced and managed domestic and international raw materials and finished goods suppliers.
• Negotiated contracts and procured bulk materials to reduce costs and improve partnerships.
• Maintained, controlled and set up the Company with a preferred carrier program, RMA procedures
and tracking, and all FDA and FCC compliance registration and documentation.

3. Keith L. Kunkel
817.691.6065 w keith.kunkel@yahoo.com
3
SPM FLOW CONTROL, INC.-Fort Worth, Texas 2000–2007
Logistics Manager (2006–2007) | $1.5 million annual budget | 66 direct reports
Performance-based promotion with oversight of three shifts for valve assembly, pipe assembly, boxing,
crating, and painting shipping operations at corporate headquarters and three branch offices.
• Reduced freight costs $227,000 in 6 months by consolidating freight to ensure Full Container Load
vs. previous Less than Container Load. Negotiated rates with preferred carriers.
• Increased monthly shipping dollars 200% and standardized practices, significantly reducing shipping
errors. Cut material and shipping costs through strategic negotiations with vendors and carriers.
• Realized on-time delivery 96% by leading freight reduction planning, execution, and consolidations.
• Authored first-ever Procedure & Policy Manual. Wrote job descriptions with step-by-step
instructions; designed check-off sheets for each shipment; and developed problem-tracking system.
• Achieved 400% increase in pipe production and increased inventory control by developing point-of-
use stocking system for Pipe Assembly Department.
Lead Supervisor, Flow Manufacturing | Assistant Plant Manager (2004–2006) | $600,000 budget
• Drove production to 4 million units from 2 million by pioneering/launching Visual Factory Technique
System. Developed machine matrix for each machine to track output.
• Improved productivity over 23% by designing and implementing dispatch list and "War-board."
• Managed entire facility during plant manager's absence. Directed Flow Manufacturing Division, with 3
shifts and 3 direct and more than 90 indirect reports.
• Conceptualized and implemented strategy to resolve quality issues on 3” plug valve.
1st
Shift Supervisor, Flow Manufacturing (2002–2004)
Managed all aspects of shift manufacturing; supervised more than 30 employees.
• Increased efficiency to 88% from 69% and productivity to 61% from 48%.
• Designed color-coded bins, file folders, tables, and tools and developed staging lanes to correlate
with various product lines and reveal product lines that were not meeting production expectations.
• Co-designed testing booth, which increased overall output.
• Made significant progress in reducing scrap and reworks to operate within budget.
• Dramatically reduced accidents/incidents to near zero; reported no lost-time incidents.
1st
Shift Supervisor, Pump Assembly | Weld Shop and Valve Assembly (2000–2002)
Directed teams of 12+ employees in Pump Assembly and 20+ in Weld/Valve Assembly Departments.
• Increased production 66.7%, far exceeding goal and setting production record by streamlining pump
assembly process. Increased production and revenues by adding and directing 2nd
shift.
• Implemented point-of-use system for Class “C” hardware.
• Significantly cut accidents/incidents to near zero, reporting only one lost-time incident after initiating
strict safety practices, conducting frequent safety meetings, and improving material handling methods.
Education
TEXAS A&M UNIVERSITY Bachelor of Science
SMU COX EXECUTIVE EDUCATION Finance and Accounting for Non- Financial Managers
Management Certification
LEAN MANUFACTURING PROGRAM Master Certificate