Six Sigma Plant

HANS K. ALEXANDER

Anderson, SC *****

Mobile: 864-***-****

***************@*****.***

OPERATIONS EXECUTIVE

Successful Vice President, Ops. Expert and Change Agent with extensive record of creating value.

Most recently as Manufacturing Vice President for the $450 million Western and Mexican operations Group of the $750 million Chemical and Foam leader FXI Inc.

Areas of expertise: International P&L, multi-site management, vision, strategic planning, execution, cost reduction, organizational effectiveness, process optimization, plant rationalization, capital planning, six sigma black belt with Lean, quality systems (ISO), excellent customer interface, union contract strategy development & negotiations, talent acquisition, AC&R, budgeting, cross functional team leadership, S&OP

Process Experience: Chemicals, automotive, bldg. materials & composites, metal fabrication.

Career Highlights:

FXI Corporation

VP Responsible for 10 manufacturing plants in the Western U.S. and Juarez, Mexico servicing various foam markets including bedding, automotive, furniture, and medical supplies. $450 million in sales. Demanding customer base.

Led efforts in $19 million dollar restructuring of West coast operations, including transportation outsourcing, (66 drivers /50 tractors), plant rationalization (closures and consolidations) as well as leadership top grading.

Led efforts in 7% increase in manufacturing yield across 10 facilities using Six Sigma, Lean methodologies and systematic problem solving tools equating to over $4 million in annualized savings.

Developed the concept and created the Six Sigma intranet based hyperlinked “library” to foster proliferation of improved Lean and Six Sigma processes across all businesses.

Johns Manville Corporation

Plant leader with overall responsibility for the company’s largest manufacturing facility, $190 million, 340 employees.

Introduced Asset Care and Reliability to the plant increasing Building Insulation equipment uptime from 76% to 97% and increasing Performance Materials equipment uptime from 82% to 93% adding 24% of additional volume.

Led Efforts to increase Employee engagement survey scores from 20% favorable to 82% favorable and survey participation from 65% to 100% (Both, highest increases in the corporation).

Requested by CEO of Johns Manville and President of Sister Division in JM to travel to former Eastern block Country of Slovakia to assess newly purchased underperforming asset and develop recovery plan. Completed successfully.

Owens Corning Corporation

GM Responsible for profit of a conversion business of 9 small to medium sized plants, 400 plant employees, Engineering and sales team with $100 million revenue servicing the Automotive, Appliance and Interiors business.

Led restructuring of manufacturing facilities that reduced salaried headcount in division by 50%.

Led efforts to reduce overall production labor cost by 15% and enabled business to become competitive.

Highlights continued (Owens Corning):

Multi - Factory Site Leader of Company’s largest composites complex, $200 million, 3 Factory 24/7 glass melting Complex and platinum bushing alloy factory, 800 Union employees, 190 acre operation servicing glass composites product into the Automotive and Reinforcements Markets and platinum alloy bushings globally.

Developed and implemented overall plant restructuring strategy consisting of 30% reduction in workforce and contracting out of non-core processes resulting in a $9 million dollar cost reduction. Developed Union contract negotiating strategy and led negotiating team that allowed for outside contracting of Unit work resulting in $4.6 million dollars of the above savings.

PROFESSIONAL EXPERIENCE:

K and T Performance Consulting LLC; Anderson, SC. 2011– PRESENT

President

• Overall responsibility for my management consulting business.

• Due diligence for acquisitions and acquisition integration.

• Operations assessments and gap analysis w/remediation in the areas of management readiness, asset care and reliability, and systematic problem solving (Six Sigma).

FXI Innovations Chemicals / Foam; Orange, CA. 2007 – 2011

Vice President of Manufacturing West Coast/ Mexican Operations & Six Sigma

• Overall responsibility for 10 manufacturing plants in the Western U.S. and Juarez, Mexico servicing various foam products including bedding, automotive and furniture. $450 million in sales.

• Servicing leaders in their respective industries: Tempur Pedic, JCI, and HP.

• Led efforts in $19 million dollar restructuring of West coast operations, including transportation outsourcing, plant rationalization (closures and consolidations) as well as leadership top grading and 1/3 head count reduction.

• 7% increase in manufacturing yield.

• Developed and executed strategic alliance with Sales function through SIOP and SWOT process to secure additional business to bolster profits and negate overhead.

• Managed training initiative for 14 Black belts and 33 Green belts mentored them and introduced them into the manufacturing process to garner $4 million in Six Sigma savings annualized using the DMAIC process.

• Developed the concept and created the Six Sigma intranet based hyperlinked “library” to foster proliferation of improved processes across all businesses.

• Managed $13 million dollar capital plan and tracking system for region.

K and T Consulting; Anderson, SC. 2006 – 2007

President

• Overall responsibility for my consulting business.

Johns Manville Corp. Building Materials; Winder, GA. 2004 – 2006

Plant Leader

• Overall responsibility for J.M.’s largest Insulation Manufacturing Facility $190 Million, 340 Union employees servicing two businesses, Building Insulation and Performance Materials.

• Increased production volume in the Building Insulation business by 29% and increased production volume in the Performance Materials business by 21% delivering significant added volume in a sold out market.

• Decreased service DPMO by 85% through QMS creation and implementation.

• Introduced advanced Asset Care and Reliability to the plant and division increasing Building insulation equipment uptime 76% to 97% and increasing Performance Materials Equipment uptime 82% to 93%.

Professional Experience Continued (Johns Manville)

• Led Efforts to increase Employee engagement survey scores from 20% favorable to a record 82%.

• Earned Six Sigma Black Belt.

• Reduced Recordable injury rate by 40%.

• Requested by CEO of JM and President of Sister Division to travel to former Eastern block Country of Slovakia to assess underperforming asset and develop recovery plan.

• Recipient of the Performance Materials Division First Plant Turnaround Award.

Narricot Industries (Berger Industries) Automotive. Mfg; South Hill, VA 2003 – 2004

Vice President of Manufacturing

• Overall responsibility for two manufacturing facilities $170 million, 300 Union employees and 200 non-union employees manufacturing Seatbelts and Air Bags. Reported directly to the CEO.

• Led reorganization effort to focus appropriate talent and resources eliminating $700,000 in overhead.

• Developed and implemented Asset Care and Reliability initiative partnering with outside firm using diagnostic maintenance and predictive tools (Infrared, Vibration analysis, and Thermography) to increase reliability by 18%.

• Introduced Systematic Problem Solving using Six Sigma tools resulting in a 40% reduction in Quality DPMO and a 12% reduction in scrap.

Owens Corning – Composites Systems Business; Anderson, SC 1999 – 2003

Site Leader

• Overall responsibility for a $200 million, 4 Factory Complex, 800 Union employees, 190 acre operation servicing glass composites product and platinum bushing components globally to OC sites.

• Developed strategy, negotiated with the union and implemented overall plant restructuring plan consisting of 30% reduction in workforce and contracting out of non-core work resulting in a $4.5 million cost reduction.

• Implemented Six Sigma process as the backbone of ongoing productivity improvement process. Introduced into the organization 4 Six Sigma Black Belts that reduce costs by $2.6 million per year through Six Sigma tool utilization and people involvement.

• Led efforts in reducing accidents by 75%. Workers Compensation cost from $1.6 million to $200,000 annually.

Owens Corning – Automotive/ Metal Fab. / Interiors Business; Louisville, KY 1995 – 1999

General Manager – OEM Group

• Responsible for profit of a conversion business of 9 small to medium sized plants, 400 employees with $100 million annual revenues servicing the Automotive, Appliance and Commercial Interiors business.

• Led restructuring of manufacturing facilities that reduced salaried headcount in division by 50%.

• Part of Due Diligence team to acquire 2 new Conversion businesses worth $40 million in revenues and led the acquisition integration efforts for both of these business into my area of responsibility.

Owens Corning – Building Materials Business; Columbus, OH 1994 – 1995

Plant Manager

• Responsible for profit of a conversion plant with 75 employees $25 million annual revenues.

• Lead plant to ISO registration in company record of 7 months.

• Volunteered for and led first plant to go live on SAP in Corporation. This enabled the installation of the ERP system into 130 other plants in the organization.

Various jobs in Logistics and Manufacturing Line Management 1984 – 1994

EDUCATION:

B.S. Business Administration – “The Citadel” class of 1984

Football Scholarship

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