Jack A. Everson

(***) – 701-****-*** West Fifth Street Chillicothe, Ohio 45601 acte0m@r.postjobfree.com

PROFESSIONAL SUMMARY

Executive with success in driving top and bottom line performance in diverse industrial and public sectors. Skilled in P&L, General Management, LEAN techniques, Manufacturing, Turnarounds, Multisite Operations, Plant Start-up, Sales, Distribution, Supply Chain, and Strategic Planning.

Extensive career with demonstrated leadership, planning, problem solving, and communication skills with a management style that promotes:

National and international experience as a change agent leading companies back to profitability.

Instituting a culture of data driven decision making utilizing Six Sigma, 5S, and LEAN Techniques.

Increasing the value of the enterprise by identifying and eliminating waste to improve productivity in both manufacturing and administrative functions.

Setting clear and measurable expectations of performance by establishing, communicating and regularly reviewing commitments to ensure employee milestones coalesce with corporate goals and are achieved as planned.

Facilitating a culture that develops and leverages customer relationships along with community partnerships.

EDUCATION

MBA – Keller Business School of Management – (2-years)

BGS – Ohio University – Physics

Six Sigma Champion

Transactional LEAN

EXPERIENCE

City of Chillicothe – Mayor 2012 – 2015

Platinum Horizon Group – President 2010 – present

Cargotec – National Logistics Manager – 2009 – 2010

Princeton Delivery Systems – Plant Manager 2006 – 2009

Owens Corning – Operations Manager 2000 – 2006

Specific career accomplishments continued on next page

Career Accomplishments for Jack A. Everson

CITY OF CHILLICOTHE, OHIO – Mayor

Elected at the most financially challenging time in the City’s history in light of state budget cuts, a still compressing economy, and prior accounting improprieties. Developed collaborative partnerships and took a city on the brink of bankruptcy to a clear path forward with a stable budget and vision for economic development. We trimmed an overall budget of $45 million by $10 million, and managed 11 departments to live within our means. At the same time, through collaboration and the development of public/private partnerships, grew the city through economic development while simultaneously paying down debt, all while maintaining basic services the populous was accustomed to. I made the decision when I won the election in 2012 that I would be a one-term Mayor so I would maintain the political will to make the unpopular choices that got us there.

PLATINUM HORISON GROUP – President

Business consulting agency specializing in LEAN and Six Sigma tailored principles for application in manufacturing and service companies. Clients have realized improved throughput, higher quality output, and improved margins through targeted improvement initiatives tailored to their local culture, product, and strategic objectives. Projects have included Heavy truck manufacturing plant layout, job description creation, compensation program restructure, quality manual drafting, work instruction writing, FAA Quality procedure writing, and developing a strategic sales program.

CARGOTEC CORPORATION – Logistics Director – North America

Promoted to the Helsinki based global parent company of Princeton Delivery Systems as outlined below. Lead a national initiative to consolidate all transportation costs for 39 locations in the United States. Project saved $3 million of annual $24 million logistic expense and served as the benchmark for a global initiative for the corporate’s 250 locations in 160 countries.

PRINCETON DELIVERY SYSTEMS – Plant Manager

Management responsibility for all operational departments of a truck mounted forklift manufacturer. Hired to defuse a newly organized union workforce and assist with contract negotiations. Restructured the manufacturing process using LEAN and Six Sigma techniques and output increased 47%. Reformed supply chain procedures to minimize input costs and enhance margins to record levels. Relocated operations from Oude Luigie, Netherlands to the Ohio facility.

OWENS CORNING – Operations Manager

Held profit and loss responsibility for a facility that was not profitable for seven years prior to my arrival. During 2003 to 2006, the facility met and exceeded all targeted operating metrics established in the annual budget. Quality rejections were reduced from 1% of sales to 0.3% through extensive employee quality training and process revisions. Inventory accuracy improved from 74% to 99%. Productivity improved from 77% efficiency to 95% efficiency due to the implementation of three Six Sigma projects. Lean manufacturing was also implemented to organize the work areas in three departments. Annual savings as a result of these projects exceeded $910,000. Two other Six Sigma projects produced a 35% reduction in scrap for an additional annual savings of $600,000. All improvement initiatives were developed in-house.

Contact this candidate