Sales Management Engineer Manufacturing Customer Service
|TRACE “ANGUS” MacDOUGALL
***** ********* *** • Salisbury, MD 21801
(410) ***-**** (Home) • (410) ***-**** (Cell) • mailto:email@example.com
CONTINUOUS IMPROVEMENT (CI) EXPERT / OPERATIONS MANAGEMENT
OPERATIONAL EXCELLENCE (OpEx) / BUSINESS PROCESS REENGINEERING (BPR)
Seasoned professional with expertise in continuously identifying, analyzing, and improving best practices and processes.
Track record of success in facilitating and managing teams through complex projects and problem solving. A resourceful
decision maker that combines strong leadership, communication and organizational skills, with the ability to turnaround
failing systems through extensive root cause / gap analysis and corrective action.
Focus mainly on business processes, transactional operations, and change management. Specific areas of interest include: manufacturing engineering & production, QA, materials planning, maintenance, human resources, customer service,
marketing, sourcing & procurement, inventory control, sales & distribution, and environmental health & safety.
Strategic planning, forecasting, capital / operating budgeting, ROI analysis, and financial / cost controls
Re-domestication of manufacturing & sourcing back to the U.S.; supplier development and contract negotiation
Marketing / Financial / Technical feasibility studies and customer retention / growth strategies
Six-month Training Tour of Toyota City Japan, specializing in the Toyota Production System (TPS) – 1989
6 Green Belt Certification Training at Martin Marietta, through Motorola University (1991)
TPS Lean (PDCA), RACI, Customer Management through Voice of the Customer (VOC) and Customer Value Analysis (CVA), JIT / KanBan, One-Piece Flow, Value Stream Mapping (VSM), 5S, TOC, Kaizen & Kaikaku methodologies, Poka-Yoke, Muda Reduction, Total Productive Maintenance (TPM), Visual Factory Management (VFM), FDA / ISO 9001 & 13485 Implementation & Certification Audits / TS 16949 / AS 9100
Root Cause Analysis techniques – 5 Why’s, FMEA, Ishikawa diagramming, 80/20 Pareto principle, Brainstorming
Danaher Business System - Goal & Policy Deployment, Daily Goal Management, and Top-Grading
Microsoft Office, Project, Access, Visio, AS400, MRP/ERP (SAP, GSS, A+, Adage), Crystal Reports
CAREER ACHIEVEMENTS (Direct and Contractual):
OPERATIONS / MANUFACTURING / QUALITY SYSTEMS / PROCUREMENT
Cost Analysis / Cost Reduction - Initiated profit improvements by executing optimal material
sourcing & utilizations, labor savings, product design changes, and process changes.
• Accomplished over $3,500,000 in cost reductions from improvements in:
Material Sourcing & Utilization ($820,000)
Process Elimination ($630,000)
Process / Equipment / Maintenance changes ($575,000)
Kaizen events ($530,000)
Personnel redeployments & reductions ($430,000)
Scheduling modifications ($410,000)
Design consolidations/changes ($120,000)
Quality System upgrades that reduced defect rates by 60% / increased throughput by 35% / decreased customer returns by 40% (ISO 9001 & ISO 13485)
Plant-wide 5S scores by over 100%
Provided crisis management during a period of rapid contraction in sales, by conserving cash, liquidating excess inventory, renegotiating vendor payment plans, and orchestrating strategic staff reductions.
Implemented Continuous Flow Manufacturing, raising profit margin from a 5% to a 25% in one year.
Streamlined material management processes, cutting time and costs by 75%.
Reengineered order fulfillment process, saving $250M while improving customer satisfaction.
Devised agile supply chain with 15% lower costs and faster time to market by expanding TQM and JIT initiatives with a broader Supply Chain Management approach.
Consolidated $15MM acquisition into existing facility eliminating over $1MM in payroll & rent expenses.
Identified and executed Kaizen event opportunities, reducing the labor costs by $200M while
maintaining or exceeding service level requirements.
Standardized and stabilized distribution operations in 3 months via process mapping and personnel
training, resulting in the team consecutively exceeding operational / sales targets the subsequent 8 months.
Developed an operational excellence plan to support a $950M+ savings target, focusing on the areas of Operational Productivity Projects, CI, Lean Training, and Process Mapping & Standardization.
TRACE “ANGUS” MacDOUGALL Page 2
NEW PRODUCT DEVELOPMENT / MARKETING
Reduced new product introduction cycle time by 40% and cut order lead-time by 50% using Lean
(PDCA / PDCI) and Operational Excellence (OpEx) toolkits.
Integrated Product and Process Development best practices, cutting engineering costs by 25%.
Added $2MM at significant margin to Gross Sales through the establishment of a new marketing
strategy for a line of golf putters and accessories. Launched over 12 new models, on time and under
budget, which tripled sales and distribution in two years.
SALES / BUSINESS DEVELOPMENT
Conceived and executed a new business development approach, which eliminated an operating loss and improved the average profit margins by 20%.
Supervised 30, including 8 inside & 22 outside sales personnel in the marketing & sales of all product
lines, while setting up telemarketing program, developing special promotions, organizing & managing
trade show participation, sourcing, creating advertising / PR campaigns, and handling new product
evaluations and launches.
Negotiated several exclusive lines with companies responsible for over 50% of gross sales volume.
HUMAN CAPITAL DEVELOPMENT
Assessed current state, then indoctrinated Jim Collins’ Good to Great principles and methodologies
across entire Company. Resulted in deeper product focus, improved efficiencies / productivity,
and decreased turnover.
Enhanced organization's readiness and increased the bottom line 12% by implementing a Baldrige-
based strategic planning system, which is a standard for business excellence.
Upgraded and linked high-impact training and dynamic mentoring and coaching programs to organization’s vision, mission, goals and metrics.
PROFESSIONAL EXPERIENCE: (see page 3 for current employment)
TRINITY STERILE, INC., Salisbury, MD Feb. 2010 – Sept. 2011
Director of Operations / General Manager (Medical Kit Assembly & Packaging Operation)
CONTRACTUAL SELF-EMPLOYMENT – Manufacturing Consultant (Nationwide) June 2005 – Feb. 2010
April 2000 - March 2003
Contracted by manufacturing companies within numerous industries -- aerostructures, sporting goods, poultry, urethane foam, medical devices, wire & cable, consumer goods, paper & plastics, construction, metals, DOD, & industrial mesh.
CABLE USA, INC., Naples, FL (a division of The Marmon Group) April 2003 – May 2005
Vice President of Operations (Manufacturing / Engineering / QA / Planning / Purchasing / Warehousing / Maintenance)
STX, LLC. , Baltimore, MD (a division of The Wm. T. Burnett Company : Non-Union) June 1994 - March 2000
Director of Golf Operations and R&D (Mfg. / QA / Product Development) – All Divisions (Dec. 1996 – March 2000)
Manager, Sales & Marketing and Product Management - Golf Division (June 1994 - November 1996)
MARTIN MARIETTA AERO AND NAVAL SYSTEMS, Middle River, MD (Union-UAW) Sept. 1984 – Nov. 1991
Sr. Manufacturing Engineer – C17 Military Aircraft for DOD - U.S. Air Force (1990-1991)
Sr. Quality Engineer – Trident II D-5 Submarine / Surface Ship Sonar Towed-Array Cable Systems - U.S. Navy (1986-1990)
MRB Quality / Design Liaison Engineer – DOD & commercial composite / Nacelle thrust reversers - FAA (1984-1986)
ADDITIONAL WORK HISTORY:
Golf Professional, Baltimore, MD March 1992 – June 1994
M.S.A. Studies – 24 earned credits in Operations Management toward MSA, Central Michigan University, 1992.
B.S. – Liberal Arts, Towson State University, 1986.
QUALITY / MANUFACTURING PROCESS BACKGROUND:
Development of inspection standards / methods, composite wet lay-up, open / closed molding, vacuum bagging, autoclave, tooling, component fabrication & assembly, SLA prototyping, tubular metal fabrication, powder coating, investment/die casting, forging, finishing, metal & plastic extrusion, injection molding, urethane foam, wire & cable fabrication, thermoforming.
TRACE “ANGUS” MacDOUGALL Page 3
LEAN GRAY MATTER, LLC., Salisbury, MD Sept. 2011 – Present
Founder and President
I am a veteran of 28 years in many diverse manufacturing-related industries, such as consumer goods, sporting goods, aerostructures, urethane foam, wire & cable, paper, plastics, medical devices, DOD, and industrial mesh. During the course of my career, I have served in staff-level, management, executive, and consulting positions across all operational disciplines and departments. I have devised and implemented strategies for lean operational excellence, which dramatically improved many companies’ quality, throughput, service and cost.
During the first few years of my career, I was blessed to be taught the concepts, methodologies, and core values of The Toyota Production System (TPS) directly by Toyota sensei, in Toyota City, Japan. This blessing has formed the lasting foundation on which I continue to build. In addition, this foundation in Lean Thinking has allowed me to be successful in building corporate value through my contributions in lean manufacturing, operational excellence, business process simplification & optimization, product quality enhancement, technology, cost control, and profit improvement. I am never satisfied, thus I strive for continuous process improvement by aligning process design, human capital and organizational development, and customer / supplier relationship linkage.
You may be wondering why I named my company, Lean Gray Matter. To me, it is more than a name – it is a philosophical way of thinking. Typically, people associate “gray matter” with intelligence. When studied, the brain appears to be composed entirely of gray matter. Surely, all of those gray cells must be doing something. Gray matter requires a lot of energy and I believe executives, managers, process owners and process tacticians should put that energy to better use. Without meaningful and purposeful lean gray matter (or lean thinking), a company will never fully realize, much less sustain, operational excellence.
The business of making continuous improvements is not easy. It is time-consuming work that requires high levels of persistence if you want to successfully create and sustain it for the long run. My Toyota sensei frequently stressed the “T” in TPS should stand for “Thinking”. In other words, do not simply opine or apply a lean tool to your problems and then accept whatever happens. Instead, demand that problems be brought to the surface from the bottom up, challenge all of the conventional notions of manufacturing wisdom, and ensure that root causes are identified and effective corrective actions are enacted. Anything less is just another type of waste in your company. And waste, as you know, will not lead to higher profits, added value, or enhanced customer satisfaction.
I have seen far too many companies attempt to implement a “lean” system without the guidance and coaching of a lean thinking mentor or advisor. In fact, I think the actual word "Lean" has become an obstacle to understanding and implementing lean systems and processes. Don’t simply ask yourself if lean is worth implementing without having a sound grasp on what Lean can do.
To begin any cultural transformation through the application of lean thinking, empower yourself and your employees. Provide the necessary skills to all, lead the way by changing your attitudes and behaviors, ensure lean is an integral part of your strategy, and truly commit to your mission, vision, and core values. The journey may be long, but in combination with some quick improvements, your employees will be motivated, your customer expectations will be exceeded, and your profitability will be elevated to unprecedented levels.
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