Plant Manufacturing

Mark Wright, MBA

**** ******** ***** • Mt. Pleasant, SC 29466 • 937-***-**** • ********@*****.***

Results driven Manufacturing Leader adept at building and coaching high performance teams with

strategic planning, profit and loss, and lean background

Motivational leadership style leading to consistently delivering results through the development and implementation of

continuous improvement and winning business strategies. These strategies increased profit, market share growth, and

organizational effectiveness. Diverse industry background, plant start up experience, union and non union experience.

• Led JW Aluminum, the leading rolled aluminum products company through a complete lean transformation.

• Held full P&L responsibility for facilities that generated up to to $150M and directed staffs that included up to 14

management/salaried and 200+ hourly employees.

• Played a key role in development and implementation of “mini company” concept with many Lean Manufacturing

initiatives applied at a 3-shift operation that increased daily production output 58%.

• Provided multisite management at 6 manufacturing facilities in OH, IN, PA, and WV that included introduction of

several safe manufacturing and maintenance practices, lowered operating costs through elimination of waste and non-

value added activities, and reduced set-up time by 60% at each facility.

• Managed Plant Metrology Program, addressed/resolved operational issues as they occurred, conducted lean audits,

while leading Kaizen/continuous improvement events, and lowered set-up time by 50% via SMED principles.

JW Aluminum March 2011 – Present

Global manufacturer of flat rolled aluminum products for use in the aerospace, pharmaceutical packaging, food packaging,

and automotive industries. Four U.S. facilities with annual revenues of $700 million.

Procurement Corporate Leader

Manage over $350M in direct material spend through the leadership of 1 Director and a team of 6. Responsibilities include

implementing integrated risk management and hedging procedures to reduce EBITDA exposure, aligning raw material

procurement and inventory management procedures to support operational quality requirements and corporate cash flow

requirements.

• Developed relationships with suppliers to secure an additional $156M in credit.

• Manage a national procurement consortium with the David J Joseph Company including 8 traders

Process Control Corporate Leader

Reported directly to President and COO with accountability for development of a robust process control, quality, and lean

systems. Provided direction in field of process engineering and quality. Maintained full compliance with ISO standards.

Served as direct interface and communicated with customers, JWA operations, and commercial teams to meet all customer

requirements, expectations, and timelines. Led multi-plant, cross-functional teams, and resolved complex technical problems.

Created and applied practices to monitor and ensure effectiveness of calibration, metrology, testing, and inspection processes

and systems. Ensure on-going effectiveness and improvement of corrective actions and internal audit systems. Worked

closely with site personnel to define and implemented standardized process control practices for multiple locations.

• Recognized as one of the organizational experts and catalyst for continuous improvement and led numerous Kaizen

events and projects that improved product performance, reduced costs, improved yields, and reduced cycle time

through practices such as SPC, Designed Experiments, Lean Manufacturing, Six Sigma, and Failure mode effect

analysis (FMEA).

• Served as ISO Management Representative and provided leadership for audits and maintaining certifications.

Advanced Urethane Technologies/Sleep Innovations October 2009-December 2010

Manufacturing Manager

Managed and directed staff and provided operational oversight for all plant operations with 8 direct reports and 200+ hourly

staff for a $150M annual sales facility. Held full P&L responsibility for all manufacturing, purchasing, production

scheduling, inventory control, and shipping/receiving departments. Planned, coordinated, and facilitated operational plans

and programs. Administered all maintenance, capital expenditures, and product development functions. Oversaw and

administered safety program throughout the facility.

• Ensured plant was properly staffed to meet all production, quality, and safety goals for plant in West Chicago.

• Applied continuous improvement projects that advanced work efficiency, safety, and sustained profitability.

Mark Wright page two

Universal Forest Products September 2006-October 2010

September 2008-October 2010

Plant Manager

September 2006-September 2008

Regional Production Engineer

Managed and directed staff and provided business oversight for 6 manufacturing facilities in OH, IN, PA, and WV with staff

of direct reports that included 14 salaried and 42 hourly employees. Held full P&L responsibility for a $10.5M annual sales

facility. Created, applied, and facilitated all cost, profit, quality, and productivity initiatives. Maintained staffing to meet

needs of each plant and ensured optimum safety standards and work efficiencies.

• Created, applied, and managed safe manufacturing practices and improved upon management’s commitment to

safety via annual safety guard audits, devised/implemented machinery safety checklists, and all standard operating

procedures.

• Decreased operational costs through elimination of waste and non-value added activities that reduced set-up time by

60% using SMED Principles.

• Improved employees’ work environment and lowered physical demands through ergonomic enhancements.

• Reduced floor space requirements, manufacturing lead-time, and lowered inventories with single piece flow cellular

designs and value stream mapping activities.

• Led and facilitated Lean Manufacturing concepts with Kaizen, 5S, SMED, Root Cause Analysis, Lean 101 an

introduction to Lean, and TPM events.

• Devised and instituted effective maintenance programs that supported productivity, lowered expenses, and managed

several capital projects that were completed as per stringent time and cost constraints.

BEHR Dayton Thermal Products, Dayton, OH 2005-2006

JL Automotive, Detroit, MI 2004-2005

Manufacturing Supervisor

Managed, motivated, and empowered staff of 48 UAW employees. Held full accountability for production quality and safety

initiatives. Enforced company policies and procedures, addressed/resolved any operational issues or concerns, and

maintained a safe, productive, and effective plant operation.

• Applied value stream mapping and other Lean activities to redesign the work cell and greatly increased productivity

and efficiency.

Rexam Beverage Cans, Chatsworth, CA & Oklahoma City, OK 1999 – 2004

December 2003-December 2004

Quality Supervisor

November 1999-November 2003

Manufacturing Supervisor

January 1999-November 1999

Lean Coordinator

Monitored, controlled and verified proper manufacturing process parameters were achieved and maintained via detailed

statistical analysis, data collection, and training of quality related personnel. Tracked and communicated on specific quality-

based performance metrics. Ensured quality inspection procedures and practices for optimum finished product with timely

shipments that exceeded customer quality requirements.

• Ensured integrity of plant’s dimensional verification through effective management of Plant Metrology Program that

promoted customer relations via frequent site visits, timely problem resolution, audits, and survey feedback.

• Spearheaded Kaizen and other continuous improvement activities that included 5S, SMED, and TPM.

Education

Masters of Business Administration- Major in Finance, Oklahoma City University

Bachelor of Science, Business Administration- Major in Marketing, Bowling Green State University

Personal

Married, two children-9 and 3

Interests-physical fitness, family activities, golf

References Furnished Upon Request

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