MARK A. MONDA

**** ****** ***** *******, **** ***77 • (440) 346 – 9990

zjroxm@r.postjobfree.com

PLANT & OPERATIONS MANAGEMENT

Key contributor to revenue growth and profitability by maximizing productivity, efficiencies, and performance for manufacturing operations. Forward-thinking leader experienced in overseeing materials procurement, warehousing, and shipping, among many other functions. Renowned for intensity, energy, and focus on ensuring timely, on-target production and delivery.

• Strategic minded leader with superior business acumen; formulated and executed annual operating and capital budgets, uncovered areas for cost savings, and streamlined numerous processes.

• Analytical problem solver; troubleshot issues, facilitated change, and strengthened operating infrastructure.

• Results-centric; led teams of managers, planners/schedulers, engineers, and operators to meet customer needs.

• Champion of quality, continuous improvements, accountability, and operational cost savings.

• Influential communicator with strong interpersonal skills to interact with individuals at all levels.

AREAS OF EXPERTISE

Lean Manufacturing • Material & Production Control & Performance • Bottom-Line Profit Improvement

Cost Containment • Team Building & Leadership • P&L Management • Inventory Management

Continuous Improvement • Total Quality Management • Regulatory Affairs & Compliance • Safety

Lean Process Improvements • Six Sigma Methodology • Performance Monitoring • Change Management

GMP Guidelines and Procedures • EPA / OSHA Compliance • HAZWOPER

SELECTED CONTRIBUTIONS

MJM Industries

• Catapulted monthly sales by $10,000 through Lean Manufacturing Techniques, such as Lean, Six Sigma, and 5S.

• Spearheaded initiative to acquire key competitor, which resulted in 20% annual gross sales growth.

TS Molded Products

• Selected to lead turnaround effort, leveraging Lean/5S techniques and developing an automated preventive maintenance system, among other strategies, to restore performance.

• Positioned the organization favorably to eliminate over $100,000 of past due orders by improving monthly on-time delivery averages, from 40% to 96%.

PET Processors

• Maximized efficiency (25% improvement) and slashed process turnover time by establishing a new reactor loading system.

• Boosted monthly revenues by $100,000 with the launch and operational startup of $2 million Twin Screw Extrusion system compounding master batch resin for plastic beverage containers.

• Slashed monthly costs by $8000, trimmed temporary workforce headcount, and enhanced efficiency through Lean Manufacturing practices, process optimization and capital/non-capital improvement projects.

Willis Industries

• Enabled the organization to achieve the "Most Improved Supplier Award" from General Motors and Saturn for 3 years in a row. Recognized for leadership and integrity by company president.

• Grew revenues 28% a year through the introduction and application of Lean Manufacturing strategies, as well as implementation of cell technology.

• Achieved reductions in freight charges (from $30,000 to $5,000 a month) by instituting MRP system and minimized scrap (from 20% of sales to 1%) through workforce restructuring efforts.

MARK A. MONDA • zjroxm@r.postjobfree.com • PAGE TWO

PROFESSIONAL EXPERIENCE

Career Note (2009 – Present): Delivered 3 contract operations/plant management projects (contracted by executive recruiting firm). Demonstrated dedication to continuous self improvement by pursuing Six Sigma Black Belt Certification. Details on request.

MJM INDUSTRIES • Fairport Harbor, Ohio • 2008 – 2009

Producer of wire and cable harness assemblies.

Plant Manager: Led 75 staff, with oversight of injection molding, compounding, and blending operations. Cut overtime costs by 20% through the implementation of MRP scheduling. Managed budget, production, testing, quality assurance, material and production control, purchasing, manufacturing and plant engineering, maintenance, and logistics.

TS MOLDED PRODUCTS • Middlefield, Ohio • 2007 – 2008

Developer of injection molded component parts.

Operations Manager (Contract Position): Drove turnaround management strategy. Instituted Lean/5S techniques. Designed Preventive Maintenance system. Directed a team of 35 people with oversight of budget, production testing, quality assurance, material/production control, engineering, maintenance, and logistics.

PET PROCESSORS • Painesville, Ohio • 2002 – 2007

$25 million batch plastic processing facility supporting global plastic industries.

Plant Manager: Spearheaded all functions for a 24/7 operation. Directed a team of 12 managers with oversight of 200 hourly employees. Positioned the organization favorably to achieve ISO 9001:2000 certification in 6 months. Minimized the number of quality complaints. Established ISO 14000 and 5S initiatives. Managed P&L for Batch Toll Converter. Contributed to new product development of polymers. Used a wide range of tools including rotary vacuum dryers, extruders, pelletizers, dedusters, classifiers, rheometers, colorimeters. Gained comprehensive knowledge on thermoplastic resins and experimental polymers.

WILLIS INDUSTRIES • Cleveland, Ohio • 1995 – 2002

Tier 1, plastic, and cloth interior and exterior trim components supplier to 12 GM automotive assembly plants.

VP of Manufacturing: Provided direction to 11 managers and 175 hourly employees for 5-day/24 hour operation.

EDUCATION

BACHELOR OF BUSINESS ADMINISTRATION – MANAGEMENT

Ford Motor Company Training, Omnex Center, Detroit, Michigan

SELECTED TRAINING

Supervision • Safety • Quality Assurance • OSHA Standards • Environmental Excellence • EEO • ADA Regulations

Performance Management • Benchmarking • Cell Technology • Lean Manufacturing

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