Project Manager Customer Service

D ale Mitchell

**** ****** **** **. ********, OH 43026

614-***-**** abldc2@r.postjobfree.com

SENIOR-LEVEL MANUFACTURING/OPERATIONS PROFESSIONAL

A R E A S O F E X PE R T I S E

Green Belt Six Sigma Total Productive Maintenance Project Planning & Analysis

Lean Concepts & Tools Troubleshooting & Problem Solving Theory of Constraints

5S Overall Equipment Effectiveness Value Stream Mapping

Error Proofing Continuous Improvement (CI) Visual Management

Kanban Policies & Procedures Development Workflow Diagram

Kaizen Strategic Planning & Initiatives One Piece Flow

JIT Program Development & Implementation SMED

Project Development Startups & Turnarounds Standard Work

Relationship Building Staff Training & Development Takt Time

Customer Service Client Maintenance & Retention Productivity Improvement

C AREER H IGHL IGHTS

Project Manager - Midwest Manufacturing Solutions: Applied Lean concepts to Drive $3MM annual-

ized savings for 780% ROI & 1.5-month payback for Pine Mountain, fire log manufacturer recently ac-

quired by Jarden Home Brands. Recruited to help Jarden determine steps to take to maximize value for 5

US and Canadian plants. Built fact book that detailed various operations’ specifications and capacities,

created assessments of operations leaders, and helped Jarden reduce operating costs.

Corporate Manager of Freight Operations – Advanced Drainage Systems: Directed turnaround of Salt

Lake City manufacturing facility that won Most Improved Award FY02. Replaced poor performing em-

ployees at many levels, replaced plant manager, cleaned up DOT compliance, improved customer service,

and created employees worthy of promotion (Lead Foreman now Regional Manufacturing Manager).

Regional Manufacturing Manager - Advanced Drainage Systems: Led 4-plant Ohio/Michigan region

total employees, 350; total sales, $90MM to top overall performance with lowest employee turnover, high-

est production efficiencies, and outstanding customer service in all areas of quality and delivery.

Vice President of Operations - Accel, Inc.: Instilled Continuous Improvement mindset to Significantly

lower costs, increase uptime, improve reliability, and position company to gain business from world-class

clients by upgrading backup systems, installing exchange server, replacing old hardware, installing server

room environmental monitor, reconfiguring wireless/RF systems. Identified deficiencies in and began

process to replace current WMS. Also charted path to specify/implement MRP system.

P roject Manager - Midwest Manufacturing Solutions: Applied Lean concepts to Reduce costs

$200K in 3 months & designed plan to slash another $2.3MM over next year for EMD Chemicals

pigment plant, Savannah, GA. Also replaced site VP & realigned plant supervision.

C AREER C HR O NICLE

ACCEL, INC. (www.accel-inc.com) – Lewis Center, OH

Privately held contract packaging company known for creative design as well as design for manufacturability. Employs

110 to 650 and yields $16 million.

Vice President of Operations (2007 – 2008)

Oversaw and maintained P&L responsibility for Operations and all departments except Sales, Finance, and

Human Resources. Supervised personnel in engineering (2); customer service and account management (3);

production (90-650); warehousing, distribution, and inventory control (30); maintenance (2); and IT (1). Ad-

ministered operating budget. Initiated the journey to create Continuous Improvement environment.

Dale Mitchell

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Reduced departmental labor costs 36% (saving $250K/year) by reorganizing and leaning out pallet-

izing area by improving layout, reassigning jobs, and changing leadership.

Worked closely with engineering to create visible project tracking systems and enable greater con-

trol of production on floor.

Consistently held expenses 5-10% under budget and labor costs near budget despite project change

that added 4-6 workers to every line vs. previous year.

Improved performance by changing old mindsets in order to enable team to aggressively pursue new

business through applying expertise to new clients/projects.

Played key role on team that structured proposal (currently under consideration) to combine and

vertically integrate processes inside major client location to reduce cost and overhead while im-

proving lead time.

Improved communication by installing 5ft x 25ft white board as interactive communication tool and

designing schedule grid for each day and line.

Enabled predictable (and lower) labor costs, dramatically lowered errors in labor ordered from

temp agencies, and stabilized workforce by reestablishing/mandating planning systems that graphi-

cally/numerically detailed personnel needed on each line.

Eliminated $30K/year expenses to fix/replace wheels/castors on material handling equipment

through improved 5S and housekeeping and by replacing negligent operators.

MIDWEST MANUFACTURING SOLUTIONS, LLC (www.definitypartners.com) – Mason, OH

LLC consulting company focused on reducing costs, eliminating waste, and changing cultures by implementing Lean

solutions in manufacturing operations. Employed 13 with $6MM sales. Now Definity Partners.

Project Manager (Consultant) (2004 – 2007)

Brought onboard as Columbus market’s first Project Manager. Instrumental in establishing local office and

enhancing growth from $6MM sales and 13 employees to $9MM sales and 21 employees during tenure.

Morris Bean & Company, Yellow Springs, OH; Aluminum foundry – Applied Lean tools to improve

plant-wide productivity of company chronically losing money after losing core business (tire molds).

Reduced finishing personnel 35% and saved $140K/year (while still delivering parts on time) by set-

ting up over-finished and under-finished models to visually demonstrate target job. Increased initial

throughput 15% in casting area previously losing 30% capacity daily by changing to continuous

flow pouring operation without regard for clock or shift’s end. Drove 37% sales increase following

year by modifying some equipment to reach next 10-15% (due to increased confidence in production

team).

Crane Plastics Manufacturing, Columbus, OH; Custom extruder of molded PVC parts - Challenged

to improve underperforming workforce. Increased uptime 15% by focusing on extrusion line, im-

plementing 5S program (sort, sweep, shine, schedule, sustain), dejunking line, and installing produc-

tivity metrics. Identified/fixed key aspect impeding operators’ performance (lack of available plastic

colorant) by moving storage area closer, labeling racking system, and creating map to help material

handlers quickly/easily locate colorant. Enabled better inventory management by reorganizing

laminate films by color/size. Improved productivity 10% with 297% ROI.

Unibilt Homes, Vandalia, OH; Modular home builder for OH, MI, and IN - Tasked to help Unibilt

increase productivity and improve lagging sales. Dramatically improved communication by moving

all production supervisors into same office space. Saved time and eliminated 2 boxes from line by

staging/implementing carts and other tools to move materials closer to work. Reduced engineering

lead time from 6-8 weeks to 2 weeks by reorganizing work areas, moving personnel into teams,

changing process flow, and installing project boards to clearly show project’s current stage. Improved

productivity 10% by creating much more agile organization with better communication.

Dale Mitchell

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EMD Chemicals, Savannah, GA; Mica pigment manufacturer – Brought onboard and directed to

dramatically reduce costs at struggling company. Saved $200K in 3 months and identified another

$2.3MM cost savings possible over next year. Increased grinding team’s throughput capacity 30%

by implementing continuous flow process (vs. working in batches). Reduced equipment downtime

and gained throughput by installing Total Productive Maintenance (TPM) program. Played key role

in replacement of underperforming management.

Conros Corporation, fire log manufacturer; Toronto, CA - Part of 2-person team dispatched to help

Jarden Corp. (just purchased Conros) determine brick and mortar, capacities and operating models

for each of 4 U.S. plants plus one in Ontario. Created fact book with all operational specs/details

needed for future, including footprint, staffing, labor rates, materials, material mixes, customers,

suppliers, and throughputs. Saved $3MM annually by reducing targeted log length/weight overage

50% through training all plant managers to set machines with closer tolerances and closely monitor

performance. Enabled plants to calculate wax/sawdust blend to yield lowest-cost log still contain-

ing proper oil content by teaming with chief engineer to design/implement wax blend calculation

tool.

ADVANCED DRAINAGE SYSTEMS, INC. (www.ads-pipe.com) – Hilliard, OH (1994–2004)

World’s largest producer of corrugated polyethylene drainage pipe with 21 U.S. manufacturing plants and 28 distribution centers, JV

in Mexico, and wholly owned operations in El Salvador and Chile.

Corporate Manager of Freight Operations (1998 – 2004)

Directed all DOT (Department of Transportation) compliance including driver CDL, medical cards,

drug/alcohol testing, and equipment inspections. Specified/purchased all material handling equipment

and all freight equipment for all operations and oversaw maintenance procedures/costs. Administered

$50MM budget, which included freight budgets for all plants and DCs. Member: National Advisory

Board for National Private Truck Council (NPTC); Board of Governors for NPTC Fleet Institute; NPTC

Planning Committee.

Designed DOT audit program used to audit each plant every year and each DC every other year.

Lowered freight costs 5% below budget ($600K) & 10% ($1.2MM) under previous fiscal year.

Honored with several National Private Truck Council awards, including:

Third Place (2004) – Fleet of the Year / Large Fleet / Regional Operations

Bronze award (2004) for 20-39% fleet safety improvement

Second Place (2003) – Fleet of the Year / Large Fleet / Regional Operations

Bronze award (1999) for 20-39% fleet safety improvement

Analyzed need for and charted path to specify/implement transportation management system

(TMS) to replace existing BPCS dispatching and order tracking system.

Reduced fleet accident rate and costs 66% ($60K) FY2004 (and saved several lives) by implementing

company-wide driver training and installing collision avoidance systems on power units.

Saved $250K/year by aggressively negotiating with UPS to be preferred national package carrier.

Improved driver communication, enhanced satisfaction, and advanced fleet safety performance by

establishing Fleet Safety Leaders and Peer Advisory Council.

Regional Manufacturing Manager (1996 – 1998) Manufacturing Projects Manager (1994 – 1996)

E D U C A TI O N

Franklin University – Columbus, OH

MBA

Miami University – Oxford, OH

BACHELOR OF SCIENCE IN EDUCATION

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