JAYME D. PATTERSON

*** **** **.

Seymour

TN. *7865

acs9wf@r.postjobfree.com

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

Objective

My objective is to use my experience in management to lead a team to success. To continue to have an opportunity to challenge myself as a capable leader and director.

Summary of Qualifications

Thirty years of manufacturing experience with a quality focus. Established as an effective, enthusiastic, communicator and strong leader with the ability to instruct and inform people on all levels. Strong team building skills with an analytical, hands-on approach to resolving challenges. These abilities enable an immediate contribution to the efforts and activities needed to define and reach challenging, aggressive, and far reaching organizational objectives.

Experience

2006 – Present FRESENIUS MEDICAL CORPORATION

Director of Operations PD, Knoxville TN

Management responsibilities included: Direct the demolition and construction of a 270,000 square foot pharmaceutical manufacturing facility. Managed the construction and installation of cooling towers, chillers, water softeners, UV, RO tanks, vapor compression still and the fill lines. Directed the installation of HVAC and construction of two ISO class 8, 7, 6, cleanrooms, Micro Lab, Sterility Suite, and Chemistry Lab. Developed the Design Qualifications, and Master Validation plans. Met with FDA (Washington D.C) to communicate development of a new facility. Transferred and installed the equipment from Ogden Utah and wrote the user requirements for a new fully automated solutions line. Hired staff that included the Engineering manager, technicians, maintenance, utilities, and 4 Engineers. Helped to bring on temporary staff and assisted in vetting the Quality Systems staff.

Director of Solutions, Saline, Connectors, PD, Ogden Utah

Management responsibilities included: Direct the operation of 3 departments; Saline, Connectors, and Peritoneal Dialysis. Produce 36MM one-liter Saline bags and 16 MM PD bags annually. Installing one fully automated PD line that equals $6 million in savings. Reorganized the maintenance staff to be more productive without adding headcount. Increased production from 9 MM to 17 MM bags annually without adding exempt staff. Increased OEE from 73% to 89% in two years. Directed numerous Kaizen events and value stream maps to set direction and identify projects for the organization. Implemented Behavior Based Safety with a reduction in all safety metrics. Trained and maintained process quality and implemented vision measurement systems integrated with SPC software applications. Reduced scrap 3.2% and increased the CPK of all products with a continuous focus on the quality infrastructure while maintaining compliance. Positively changed the culture from a complacent attitude, to a rapidly changing attitude that is not afraid to take calculated risk. Developed the staff to embrace change and to increase their own circle of influence to affect the bottom line. Together we have delivered over $10 million in VIP’s. Responsibility: 34 – salaried exempt, 495 – direct, 27 – indirect staff. Creating and administering a $22 million capital and $38 million department expense budget. VOP = $1.1 billion.

Director of Molding, Molding for Dialyzers and Saline

Management responsibilities included: Direct the production from 47 molding machines, process and product development, and scale up of dedicated automation equipment. Completed two room expansions including the installation of 18 molding presses, ancillary equipment, and automated robotic packaging. Installed a new dryer system and automated tote handling system. Implemented de-coupled (Scientific) molding techniques and the subsequent training. Maintained process quality and implemented vision measurement systems integrated with SPC software applications with a continuous focus on the quality infrastructure while maintaining compliance. Together we delivered over $5 million in VIP’s, and implemented new validation methods for the molding area. Responsibility: 4 – salaried non-exempt employees, 12 – salaried exempt, 63 – direct, 16 – indirect staff. Creating and administering a $ 5 million capital and $10.2 million department expense budget. VOP = $15 million

JAYME D. PATTERSON PAGE 2

1986 - 2006 BAXTER HEALTHCARE CORPORATION, Mountain Home, Arkansas

Production Manager, “Alyx Blood Separator - Medical Device”

Management responsibilities included: Concurrent development and scale up of flexible automation equipment. Installation of five dedicated molding presses, robotic automated assembly and E-Beam Sterilization. Ensured that all equipment maintained current APQP and IQ, OQ, PQ validation packages. Helped to design and install over $27 million in automation from the floor and walls to the pack-out area. Developed an over achieving staff in the latest robotics and sterilization. Managed plant capital improvement projects, programs, and driving key projects to completion. Interfacing with management, Black-Belt engineers, Engineering staff, and hourly employees as well as divisional R&D / manufacturing, counterparts, while driving quality and cost savings projects. Established a 5-Year plan, capital budgets, set priorities, and led problem resolution teams. Responsibility: 53 - direct indirect staff. Creating and administering a $ 2 million capital and $1.5 million department expense budget. VOP = $15 million

Production Superintendent, “CS-3000” Assembly, Filling, and E-Beam manufacturing operations.

Responsibilities included: Developed operating budgets, interfaced with management and hourly as well as divisional counterparts, drove quality and VIP projects through the Business and Quality plan. Set priorities, led problem resolution teams, directed activities of team members to ensure schedules, cost, scrap, release goals, and quality standards were met. Reduced IPM’s by 15% and DPM’s by 10% each year. Developed and drove particulate removal projects for meeting Japanese customer requirements. Projects included: a wall to segregate a Worksmart area, installed an air shower, additional cleaning and personnel garment changes, HVAC upgrades and ionization planning. Implemented an on-line printing of batch specific information, and bar code scanning in the E-Beam area. Drove the upgrade to the Filling “rack” room and “mix and fill” room with a new HVAC system, upgraded drains, walls, floor, and a system requiring less floor space. Initiated empowerment teams in all areas. Responsibility: administrative - 4, indirect - 11, direct – 208. VOP = $11 million.

Production Superintendent, “Overmolded Needles, Fistula, Plateletcell Manufacturing areas”

Directed and coordinated the Needles, Fistula and Plateletcell manufacturing areas responsible for multiple shift operation and product lines. Key accomplishments included: Development of new bevel geometry to reduce the amount of pain and make a more robust needle stick. A new grinder controller was developed and installed. Submitted a next generation needle project, which included a needle to be used for Fistula, and Donor needles that included a retractable needle shaft. A 17-gauge needle was developed and introduced successfully. Continued to work on the Fistula process. Responsibility: administrative - 2, indirect - 9, direct – 65. VOP = $15 million

Production Supervisor, “Overmolded Needles”

Key accomplishments included: Developed and implemented conversion to Double Plug Ultra-Thin Wall Cannula. Managed successful transfer of Plateletcell to Mountain Home from the California plant. Produced and managed successful Fistula Field Trail for Renal Therapy. Reduced cycle time of Overmolded needle machines. Reduced Freon consumption by 30%. Responsibility: direct - 9, indirect – 50. VOP = $10 million

Quality Management Supervisor, “Needles”

Directed and coordinated the Needles and Fistula areas during the period between 1989 and 1991, on first shift tracking quality indicators including DPM, IPM, Cp, Cpk. On third shift from 1986 to 1989, responsibilities also included E-Beam, Drug Delivery, Capillary Flow Dialyzers, Wash Room and Cell Separator. Key accomplishments included: Working with Sterling Stainless, SFM to develop and benchmark processes. Implemented scrap trending of all manufacturing stages. Developed and implemented an In-Vitro test using human blood to test needle flow. Implemented Statistical Process Control in the Needles area. Traveled to and worked with West Company, Sterling Stainless, Baxter Pharmaseal, SFM, Knoll and Applied Science Division to develop quality improvements and define requirements. Visited numerous accounts and customers at Maricao, Puerto Rico, to work on problems and gain greater expertise. Conceived and validated grinding computer program to convert manual control charting to computer-generated data reducing variation. Implemented audit system in Overmolded needles room. Participated and led various Quality Leadership Process teams and activities. Number of Reports: Indirect - 6

JAYME D. PATTERSON PAGE 3

Career Overview

2006 – 2016 Director of Manufacturing, Fresenius Medical Care, Ogden, UT, Knoxville TN

1986 - 2006 Manager, Baxter Healthcare, Mountain Home, AR

1985 - 1986 Biology Teacher, Mountain Home High School, Mountain Home, AR

1985 – 1986 Manager, Racquet Club Fitness Center, Mountain Home, AR

1982 – 1985 Emergency Room Technician, Skaggs Community Hospital, Branson, MO

1978 – 1979 Surveyor of Eagles, U.S. Fish & Wildlife Services, Juneau, Alaska

Education

1984 College of the Ozarks - Point Lookout, MO. Bachelor of Science - Biology, Physical Education

1983 College of the Ozarks - Point Lookout, MO. Emergency Medical Technician

1981 Crowder College - Neosho, MO. Associates Degree - Biology, General Studies

Training /Achievement / Certification

Trained and experienced in concepts of Kaizen, lean manufacturing and Six Sigma.

Fresenius “Green Belt”

Attended selective manegement training as well as numerous other personal development courses.

Experience using PC and PLC based programs as well as SAP and AS400 applications.

Winner of the 2004 Baxter Distinguished Corporate Contribution – Technical Award.

7 Habits of Highly Effective People – Instructor

Quality Systems Requirements for Medical Devices (QSR’s) – Numerous other training.

*REFERENCES AVAILABLE UPON REQUEST*

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