【文章內(nèi)容簡介】 nd :University of Oregon, Eugene, OR ., Finance, June 1994 University of Texas, Austin, TX ., Accounting, June 1988英文簡歷范文：金融行業(yè)個(gè)人簡歷（二）Jacob MartinSouth 2nd Avenue, Winterset, IA 50273 Telephone No: 5154620193 Email id: @ Career Profile :Manufacturing Financial Manager with over twenty years experience leading the financial functions of manufacturing operations with up to 300 employees and $50 Million in for ability to identify continuous change actions to reduce cost, enhance quality, and increase up to 13 direct reports with responsibilities in financial reporting, planning, forecasting, information systems, accounts payable, payroll, fixed assets, and general several IS conversions bringing in new systems on or ahead of schedule and on or below driving new Strengths Include: Process Improvement Leadership Financial and Operations Management Management Philosophy : In today39。s petitive world, the best way to ensure organizational success is to delight the ’s customersand tomorrow’swant responsiveness, low cost and high a pany does not meet or exceed the customers needs, their petition ’s no longer enough for employees to simply “embrace” change: continuous improvement must bee a way of doing business, where people actively seek improvements and where systems and processes support and drive is the work environment must be such that people work without fear, within a culture that encourages pride in both personal and organizational : Process Improvement Facilitated team charged with the improvement of inventory record accuracy: team results included improved ontime delivery from 45% to 95%, eliminated annual inventory losses exceeding $200,000, reduced freight costs by 1%, and improved record accuracy by 83%.Reduced new bill of material(BOM)cycle time from several weeks to one day and improved BOM accuracy to 100%.Developed a financial modeling system to evaluate multiple “whatif” scenarios。system reduced forecast and budget preparation time by 80%, increased process accuracy, and improved staff39。s awareness of actions needed to reach production and financial automated financial reporting process to download data, reducing annual overtime by $25,000 and enhancing accuracy and and installed automated back flushing system to support JIT Led several crossfunctional TQC teams and coached team members, as appropriate, to develop skills and confidence in their ability to examine work processes, create solutions, and measure in management team process to develop vision and mission for ability to develop consensus for strategic planning amongall with managers and coordinated the financial reporting of fifteen locations to consolidate financial numerous learning programs on new reporting accounts payable to facilitate transition from cost centers to profit centers, and trained employees in the new ABM as a key strategy to drive process and Operations Management Developed financial modeling system that reduced turnaround time from five days to one the movement of IS to Winterset plant with only one day of to new payroll and accounting systems that reduced and improved tax reporting and corporate several IS conversions to increase accuracy and reduce time for financial recording and cost estimating process for quo