Placement Services USA, Inc.

Statesville, NC

Dear

Madam or Sir:

I would like to express my

interest in the Process Improvement Manager position in Statesville, NC that I

discovered today on the internet. I am seeking to join an organization that

values initiative and experience as well as progressive ideology. I have

extensive experience in all aspects of manufacturing, including process

analysis and engineering.The key to

success throughout has been consistent and effective communication to outline

critical expectations and requirements; particularly in delivery schedule

adherence and product quality standards.

I

have included a resume for your review. My hope is you will find that my

experience is comprehensive and fully developed. After you review my

qualifications, I hope to hear from you. My contact information is included on

the resume. I would be delighted to answer any questions that you might have.

Thanks

for your kind attention and your time.

Respectfully,

James "Marion" Blackwell, Jr. James “Marion” Blackwell, Jr.

121 Forest Court, Advance, NC 27006,

336-***-**** (H), 336-***-****(M)

ab78vs@r.postjobfree.com http://www.linkedin.com/in/marionblackwell

Change Agent

A seasoned leader with a hands-on

approach that is focused on positive change as a method of increasing value for

both the company and the customer. Seeking to develop, influence, and lead teams

to embrace changes that benefit all stakeholders of the organization.

Process Improvement Leader -

Process Analyst - Team Builder

Quality Assurance Leader - Operations

Manager- Supply Chain Manager - Mentor

WORK EXPERIENCE

11/10 – 04/13 PROMATS

Athletics LLC, Salisbury, NC

A premier manufacturer of athletic equipment for arenas,

gymnasiums, stadiums and other athletic venues.

Operations Manager

Operations leader and facility managerfor individual

manufacturing facility. Responsible for all

operations personnelandequipment, management of scheduling, purchasing and

inventory control functions. Led initiatives that produced significant

reduction in lead times from order release to delivery; enhanced focus on

product quality resulting in reduction in customer returns and remakes; and

improved product cost due to improved efficiency.

03/99 – 05/09 Varsity

Spirit Fashions, Memphis, TN

A $145 million division of

the world’s largest provider of uniforms and instruction for high school and Collegiate cheerleaders. Director of Production Support, Memphis, TN 01/05 to 05/09

As manager of quality/customer

returns and supply chain functions key performance indicators included quality

as indicated by actual product returns from customers, on time delivery of customer

orders, order cycle times, and financial commitments to purchased and in

process inventory.

Led

continuous improvement in product quality through root cause analysis and reengineering

of departmental processes. Redefined and installed new procedures and improved

work stations. Improved communications between sales personnel, manufacturing

personnel and department personnel. Customer returns reduced by over 10 % annually since 2006.

Using

process analysis and mapping, developed new scheduling procedures to reduce

order cycle time; 2008 order cycle time was reduced by 30 %. Annualized on-time

delivery to customers improved to 98 %.

Using lean

approaches and related metrics redefined and reduced raw material and

in-process inventory levels: Commitments to inventory reduced by 10 % annually

since 2006 despite continued unit growth in sales.

Plant Manager, Athens, TX 03/99

to 01/05

With a team of over two hundred

persons, key

performance indicators for this operation included on time delivery of custom

manufactured orders, order cycle time, financial performance to expense

budgets, outgoing product quality, and annual safety performance as indicated

by recordable incidents. Lean principles, root cause analysis, and extensive

process reengineering were employed to drive continuous improvement.

Employed over 100

distinct performance measures to capture critical results at departmental and

facility wide levels in Order Cycle Time, Product Cost, Product Quality,

Operator Safety and other areas of importance.

Average

annualized order delivery time reduced by 50 %.

Average

annualized on-time delivery improved from 70 % to 98 %.

Reduced

annualized operational expense by 20 %.

01/93 – 05/98 Sara Lee Underwear/ Sara Lee Knit

Products, Winston – Salem, NC A $1 billion plus company,

the world’s largest producer of men’s' and women’s underwear, in several

merchandise channels, under the Hanes and Hanes Her Way labels.

Director of Support Services – Hanes and Hanes Her

Way Underwear Manufacturing 06/95 to 05/98

Senior leader of process improvement initiatives,

quality assurance, and primary interface between Marketing, Product

Development, and Domestic and Offshore Manufacturing Operations. Led team of

engineering, quality, and manufacturing professionals to identify and implement

best practices in locations spread across the Caribbean and Central America.

Average “customer

received” quality results improved by ten percent (10 %) annually.

Led cost

reduction program that resulted in over $2 Million in annualized savings.

Manager Puerto Rico Support – Hanes Underwear Manufacturing 03/94

to 05/95

Responsible for all southbound logistics to Puerto

Rico facilities. Served as sole domestic liaison for all administration and

manufacturing locations in Puerto Rico.

Manager New Venture Programs – Hanes Underwear Manufacturing 01/93 to 03/94

Led a new products team to develop, and

bring to market new underwear products using a revolutionary knitting technology

that provided superior quality and fit at a low cost.

07/91

– 01/93 Holt Hosiery Mills,

Burlington, NC

A $25 million, privately owned

women’s sheer hosiery manufacturer of private-label, and licensed products for

discount and

department stores.

Director of Finishing and Distribution Operations

Managed facility, processes, and approximately 160

personnel needed to complete manufacture of complex product offerings, and to

ship finished products to numerous accounts.

06/89

– 07/91 Sara

Lee Hosiery Company, Winston - Salem, NC

A $700 million women’s sheer

hosiery manufacturer of branded and licensedproducts for

department stores and fashion boutiques.

Finishing

Manager – Weeks Plant

10/84

- 05/89 Kayser-Roth Hosiery Company, Greensboro, NC

A $450 million, women’s sheer hosiery manufacturer of

branded, licensed, and private label products for departmentand discount stores and fashion boutiques.

Finishing Manager – Harriman Plant, Harriman, TN 10/88

to 5/89

Finishing Manager – Dayton Plant, Dayton, TN 3/87 to 10/88

Industrial Engineering Manager – Dayton Plant,

Dayton, TN 8/85 to 3/87

Industrial Engineering Manager – Concord Plant,

Concord, NC 10/84

to 8/85

05/77

– 09/84 J.P.Stevens & Company, Lincolnton, NC

At the time, JP Stevens was the

second largest manufacturer of all varieties of textile products in the world. Major product offerings included

household linens, carpeting, and industrial and apparel woven goods.

Staff Industrial

Engineer, Boger City Plant, Lincolnton, NC 8/83

to 10/84

Staff Industrial

Engineer, Cypress Plant, Pamplico, SC 10/80

to 8/83

Production

Planner, Victor Plant, Greer, SC 4/79

to 10/80

Production Shift

Supervisor, Victor Plant, Greer, SC 3/78

to 4/79

Management

Trainee, Victor Plant, Greer, SC 5/77

to 3/78

EDUCATION / CERTIFICATIONS

/ ASSOCIATIONS

BS – Clemson

University, Clemson, S.C.

Certified

Applicator MTM (Methods Time Measurement) & MOST (Maynard Operational Sequencing

Technique)

Member of

American Society of Quality (ASQ)

Contact this candidate