March **, ****

Reference: Plant Manager - Atlanta, GA

Dear Sir or Madam:

Attached is a copy of my resume in regards to the Plant Manager position

found on Indeed.com.

I am searching for a new Plant Management challenge in the Atlanta area and

have five-plus years in automotive manufacturing with Alcoa in addition to

serving in senior operational and financial leadership positions with four

Fortune 300 companies. I have spent the last 5 years in a Director of

Operations/Plant Managers role with full P&L and operational responsibility

for a hi-tech manufacturing subsidiary of Northrop Grumman in the

Knoxville, Tennessee area. My overall background includes over 15 years of

extensive operational and financial leadership experience in manufacturing

with responsibility for every aspect of the business from product

development and engineering, to business development, sales, and customer

service and all functional/matrix departments including facilities, ES&H,

quality (ISO), supply chain, warehouse and logistics, accounting, HR and

resource planning, and IT.

Below are additional qualifications relevant to the position:

. Prior tier 1 and tier 2 automotive manufacturing experience with Alcoa in

the extrusion, casting, and fabrication of automotive parts for GM, Ford,

and others.

. Heavy experience and training in lean manufacturing, including the

implementation of pull systems, kaizens, kanbans, and 5S, in addition to

using integrated process teams for targeted and required continuous

process improvement initiatives and the achievement of challenging

operational metrics.

. Strong P&L and planning experience where I have been able to leverage

both my Plant Manager and CFO/Controller experience to drive operational

performance through aggressive process and cost reduction improvement

initiatives Achieved highest division profit margin in 2012 (14.2%) with

Northrop Grumman/Remotec.

. ES&H performance - ranked every year in the top 5% of all Northrop

Grumman facilities worldwide for safety and housekeeping, including 4

years without a lost time accident. Includes setting and monitoring

waste and environmental targets.

. Eight years of successful annual corporate quality audits and ISO 9001-

2008 recertifications

. Successful implementation of employee engagement actions and personnel

development programs. Scored in top 10% of corporate-wide employee

engagement survey

I would be very excited to learn more about this particular opportunity, or

other plant management opportunities you may have available in Atlanta or

the southeast.

Respectfully,

Mike Knopp

Knoxville, Tennessee

Cell: 865-***-****

Email: acdecz@r.postjobfree.com

MICHAEL L. KNOPP, MBA

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800 Glensprings Drive, Knoxville, Tennessee 37922 Cell: 865-***-****; E-

mail: acdecz@r.postjobfree.com

Director of Operations/Plant Manager

Entrepreneurial-minded senior leader in all facets of manufacturing

operations with demonstrated results in dramatically improving operational

financial performance through process and procedure controls, cost

reduction and financial leaning, organizational restructuring, leadership

accountability, and employee engagement. A passionate leader committed to

building strong relationships and collaborating across organizational

boundaries and functional disciplines to drive culture change, financial

performance, team and employee engagement, customer satisfaction, and

shareholder value.

Core Leadership Competencies

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Professional Experience

NORTHROP GRUMMAN - REMOTEC, INC., Clinton, Tennessee

Remotec, Inc., a subsidiary of Northrop Grumman Corporation, is a 100

employee, $35M-$50M/year manufacturer of hazardous duty unmanned mobile

robotics serving the US military, domestic federal and state first

responders, and international customers with Explosives Ordinance Disposal

(EOD), surveillance, and detection equipment.

Director/Plant Manager September

2008 - October 2013

Chief Operating Officer January

2007 - September 2008

Business Manager February 2005

- January 2007

. Steadily improved operational profitability from breakeven in 2008 to

14.5% in 2012 through material and process cost reduction initiatives and

financial leaning of the organization.

. Re-defined product technology roadmap and rolled out next-generation

robot (Titus) in 2013. Created legacy product upgrade paths and new

accessories to increase volume and margin. Focused engineering IR&D and

business development efforts to increase international sales by 10% in

2013.

. Established Affordability Model to reduce product cost by 12% in 2013

through supplier, engineering redesign, and labor efficiency initiatives

. Ranked in the top 5% of all Northrop facilities worldwide for ES&H - 4

years without a lost time accident

. Scored in the top 10% on the corporate-wide leadership/employee

engagement survey for the last 3 years. Implemented

engagement/leadership initiatives to change organizational culture and

accountability model.

Consultant July 2004 -

January 2005

Clients:

. Navarro Engineering, Inc., Oak Ridge, TN, - Women-Owned Small Business -

Environmental Services: Task: Program proposal for Piketon, Ohio Site

Remediation Program. Served as Cost Volume Manager on a four-company

$273M Environmental Remediation proposal.

. Alcoa, Inc., Plant City, Fl, - Aluminum Extrusion Plant: Tasks: 1)

Inventory system process improvements, 2) Sarbanes Oxley Program

Compliance, and 3) Facilitate communication and execution of management

team objectives

. IMTI, Oak Ridge, TN, - A small grant based organization providing IT and

other program management services to government research organizations.

Task: Advised in the development of financial process and procedures and

project management tools.

Michael L. Knopp Page 2

865-***-****

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION, Oak Ridge, Tennessee

2002-2004

Engineering and Environmental Management Services Group

A 450-employee, $60-$70M/year government and commercial environmental and

technical project services organization. Part of a Fortune 300, $6.2B,

42,000 employee-owned company.

Vice President of Administration/Group Controller

. Financial accountability for five locations and a financial staff of

fifteen.

. Responsible for revenue recognition compliance using the percentage of

completion method (SOP 81) and reserve accounting (FAS 5) for over 200

on-going projects across the United States.

. Implemented internal audit programs for project estimates at

completion (EAC's), labor charging, purchasing cards, travel

approvals, and bid and proposal costs, including unallowable cost

testing.

. Implemented an internal electronic project authorization system,

including training and controls. Reduced internal project approval

cycle time by 10 days.

. Guided the group's finance organization through a successful SAP

system implementation that reduced monthly close cycles from two weeks

to one.

. Achieved a 22% reduction in receivable days outstanding and a cost of

capital savings of over $200K through accounts receivable process

improvement initiatives.

. Successfully collected over $2.0 million in long-outstanding amounts

due from difficult customers.

ALCOA ENGINEERED PRODUCTS, INC. Elizabethton, Tennessee

1998-2002

A 375-employee, $100M/year 6-press, soft-alloy aluminum extrusion plant,

with cast house and fabrication capabilities. Part of a Fortune 100,

125,000 employee company.

Plant Controller

. Had financial reporting responsibility for The Elizabethton and

Catawba North Carolina facilities.

. Completed Alcoa University Lean Manufacturing, JIT, and Toyota

Production System training. Served as co-lead in implementing and

training of a production pull system into the Tennessee plant.

. Served as Interim Plant Manager for six months in early 2000.

. Part of a management team that doubled plant ROC in Alcoa's first year

of ownership.

. Managed a staff of 11 in accounting, AP/AR, payroll, procurement, and

IT.

. Achieved a $445K (14%) reduction in administrative overhead costs in

year 2000.

. Coordinated task team that implemented $1 million in operating cost

savings in 2001.

. Facilitated a process improvement team that achieved a 16% average

productivity improvement and an increase of $220K in monthly revenue

generation on company's largest production press.

. Reduced total plant inventory by 50% over an eight-month period, from

16M to 8M pounds.

. Coordinated local implementation of corporate Oracle Manufacturing

System

. First plant in the division to achieve a one-day financial close

cycle.

. Passed all Alcoa internal audits on business and financial processes

with minimal recommendations.

MANUFACTURING SCIENCES CORPORATION, Oak Ridge, Tennessee

1994-1998

A 230-employee, $25 M/year, privately-held, clean-up/waste management

project services and high-tech metals recycler and manufacturer.

CFO/Controller

. Assisted in managing the company through a four-year growth period

from 35 employees and $2M in revenue to 230-employees and $25M in

revenue, including building a new manufacturing facility.

. Provided financial and program management oversight on a $50M

environmental and contamination clean-up project at DOE's Rocky Flats

site near Denver, Colorado.

. Managed 9 employees in accounting, AP/AR, payroll, and procurement.

. Implemented profit center-based budgets and project/process-based

reporting systems.

. Handled all cash flow, banking, revenue bonds, and letters of credit

for a very cash strapped organization.

. Directed the development of the company's first full set of accounting

controls and procedures.

Michael L. Knopp

Page 3

865-***-****

MK-FERGUSON COMPANY, Oak Ridge, Tennessee and Idaho Falls, Idaho

1984-1994

An 800-employee, $150M/year M&O construction, engineering, and

environmental services contractor for the U.S. Department of Energy. Part

of a Fortune 500 company and the 5th largest construction/engineering

company in the world. (Now part of URS, Corporation.)

Administration Director/General Manager of Business

. Improved government financial performance evaluation from

"satisfactory" to "excellent", resulting in an increase in award fee

payments from DOE.

. Managed a staff of 20 in accounting, payroll, IT and facility

services.

. Established excellent relations with U.S. Inspector General Auditors

and passed all government, corporate, and independent audits with good

marks.

. Managed all aspects of project and financial reporting into government

cost and budgeting systems.

. Negotiated contract changes to personnel and allowable cost

appendices.

. Developed overhead budgets and rate pools for five plant sites.

. Selected and directed the integration of a new financial accounting

system (J. D. Edwards).

Education

MBA/Management - Bristol University, Bristol, TN

Bachelor of Business Administration - Boise State University, Boise, ID

Boise State University Distinguished Alumni Award - 2011

Training

Northrop Grumman Lead1NG Training (Company Directors Only)

Selected to SAIC's SAIL Program (Strategy for Advancing Internal Leaders)

Trained ISO 9000 Auditor

Alcoa University - Lean Manufacturing and Toyota Production Processes

Alcoa University - Trained Team Facilitator

Franklin Covey's "Seven Habits of Highly-Effective People"

Computer Skills

Proficient with Microsoft Excel, Word, PowerPoint, and Outlook office

products

Broad experience in implementing and operating integrated financial and

cost accounting systems

Clearances

Current Clearance - DOD "Secret"

Held "L" and "Q" clearances with the U.S. Department of Energy for ten

years. Currently inactive.

Community

AMP (Additive Manufacturing Prototype) Board Member - 2013 to current

R-AMP (Regional AMP) Steering Committee Member - 2013 to current

Board Chairman - Anderson County Chamber of Commerce - 2009

Board Member - Anderson County Chamber of Commerce 2007 -2008

Board Member - United Way of Anderson County - 2008

Past Member, Rotary International

. Manufacturing & Operations Management

. P&L & Financial Management

. Automotive & Industrial Manufacturing

. Supply Chain & Logistics

. World Class Customer Service

. Lean Manufacturing/Continuous Improvement

. Process/Product Cost Reduction

. International Business Development

. ES&H & ISO System Certification

. Leadership/Employee Engagement Initiatives

Contact this candidate