Project Manager Customer Service

Dale Mitchell

**** ****** **** **. ********, OH *3026

614-***-**** abnf1s@r.postjobfree.com

SENIOR LEVEL MANUFACTURING/OPERATIONS PROFESSIONAL

AREAS OF EXPERTISE

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 Visual Management

Continuous Improvement (CI)

Kanban Workflow Diagram

Policies & Procedures Development

Kaizen Strategic Planning & Initiatives One Piece Flow

JIT SMED

Program Development & Implementation

Project Development Standard Work

Startups & Turnarounds

Relationship Building Takt Time

Staff Training & Development

Customer Service Productivity Improvement

Client Maintenance & Retention

CAREER HIGHLIGHTS

Project Manager Midwest Manufacturing Solutions: Applied Lean concepts to Drive $3MM annualized savings for

780% ROI & 1.5 month payback for Pine Mountain, fire log manufacturer recently acquired 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 employees 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 employ

ees, 350; total sales, $90MM to top overall performance with lowest employee turnover, highest 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, in

crease 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.

Project 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 re

placed site VP & realigned plant supervision.

Dale Mitchell

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CAREER CHRONICLE

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 Re

sources. 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). Administered operating budget. Initi

ated the journey to create Continuous Improvement environment.

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

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

Worked closely with engineering to create visible project tracking systems and enable greater control 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 integ

rate processes inside major client location to reduce cost and overhead while improving lead time.

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

ule 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 graphically/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). Re

duced finishing personnel 35% and saved $140K/year (while still delivering parts on time) by setting 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 opera

tion 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

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improve underperforming workforce. Increased uptime 15% by focusing on extrusion line, implementing

5S program (sort, sweep, shine, schedule, sustain), dejunking line, and installing productivity metrics. Iden

tified/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 loc

ate colorant. Enabled better inventory management by reorganizing laminate films by color/size. Im

proved productivity 10% with 297% ROI.

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

crease 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 pro

cess flow, and installing project boards to clearly show project’s current stage. Improved productivity

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

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

matically 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 imple

menting 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 fu

ture, including footprint, staffing, labor rates, materials, material mixes, customers, suppliers, and through

puts. 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 containing 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

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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)

EDUCATION

Franklin University – Columbus, OH

MBA

Miami University – Oxford, OH

BACHELOR OF SCIENCE IN EDUCATION

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