Customer Service Management

JOHN MARSHALL

*** ****** ***** **** ( Canton, Connecticut 06019

860-***-**** ( **************@*****.***

MANUFACTURING MANAGEMENT PROFESSIONAL

Manufacturing management professional and hands-on change agent, with

extensive experience managing both people and processes to their highest

potential in manufacturing settings. Relocated manufacturing facilities

with minimal downtime. Optimized use of technology to increase efficiency.

Turned-around underperforming operations on multiple occasions. Held total

budget responsibility for $1 million per month. Created all production

databases to establish base line and determine direction for improvement.

Introduced Lean Six Sigma. Held HR responsibility including training of

plant personnel. Skilled in contract negotiation.

Cost / Benefit Analysis ( Expense Control ( Change Management ( Project

Management ( Restructuring ( Logistics

Start Ups / Turnarounds ( Strategic Planning ( Team Leadership / Motivation

( Policy Development ( Strategic Sourcing

Process Improvement ( Employee / Labor Relations ( Training / Development (

Workforce Planning ( Communication

Client Relations ( Talent Management ( Performance Management ( Employee

Engagement ( Negotiations

Product Marketing ( Customer Service ( Inventory Management ( Procurement /

Purchasing ( Vendor Relations Operations Management ( OSHA / Regulatory

Compliance

SIMS METAL MANAGEMENT AEROSPACE ( Hartford, Connecticut ( 4/2007 - 6/2013

Largest recycler of metals and electronics in the world, with 130 North

American divisions and 270 worldwide doing on average $9 billion in revenue

per year.

VP of Manufacturing ( 1/2008 - 6/2013

Spearheaded revamp of the 10.5 acre facility including production planning,

data collection, database building, analysis, execution, determination of

capital projects, cost, ROI, project plan and execution, hunting and

integration of new technology, plant staffing, employee training, contract

negotiation, conflict resolution, quality, ISO and safety. Worked with

direct reports; created vision and direction; hired DuPont to take company

to world class in safety. Re-introduced TPS Lean to reduce delays and Six

Sigma to reduce defects and rework; became the leading division within SIMS

for safety. Staffing was reduced and productivity enhanced. Production

costs were reduced. No grievance ever went to arbitration and reject

material rates fell.

Achievements:

. Studied and analyzed production data, revamped production process that

was averaging 35 - 40% rework. Assembled a team which utilizing design of

experiments methodology, reduced rework to 2% in nine weeks and

improved overall process productivity by 30%.

. Process line down time averaged 45 - 55%. Analyzed all data and

categorized all issues. Established a critical component inventory for

every piece of equipment in the plant. As a result down time now is

within Industry acceptable levels of in some cases below 10% and

averaging in the 20 - 25% range.

. Needed to move to a new facility; refurbished a 278,000 square foot

building, and adding an additional 150,000 square foot addition.

Dismantled current lines, moved the components, rebuilt components that

were to be reused, moved inventory, reconstructed production lines. Once

a line was up and running took down another and evacuated the old

facility. This was accomplished without incurring the loss of an order

due to delivery or quality issues. The end result was a 27.2% increase in

new business.

Director of Solids Manufacturing ( 4/2007 - 1/2008

Hired to be a change agent and improve processes as well as overall plant

morale. Placed on a two-year program to become the VP of Manufacturing and

promoted in 10 months; spearheaded the turnaround of the Solids department.

The employees in the Solids Department had low morale, lack of organization

and ineffective management. Evaluated and began the turnaround process.

Achievements:

Discovered the department was sitting on 1.7 million pounds of unsorted

material receipts. The situation was compounded by the fact that new

receipts were arriving on a daily basis. Attacked the inventory from both

ends. Assigned the oldest receipts to three sorters and assigned the newest

to the remaining sorters working to the middle of the problem. Achieved

position within payment terms in five months and the cash drain from

downgrades disappeared.

JOHN MARSHALL ( Page 2 ( **************@*****.***

. Created a visual factory inside this building. Working with the entire

group with the addition of the Director of Safety, established a game

plan and moved forward. Looked at every task from a safety and ergonomics

point of view and made changes to the way tasks were performed and

modified the SOP's to reflect those changes. Modified equipment to

improve safety. Installed tool boards within cells and inventoried spare

parts at point of use. Signage went up everywhere. Created new process

procedures. Safety statistics fell from six injuries per year to one.

Productivity rose another 10%; product rejections fell by 22%; promoted

to VP of Manufacturing.

RTI ALLOYS ( Canton, Ohio ( 1/1997 - 3/2007

One of the world leaders in the production of aerospace and commercial

grade titanium mill products and fabrications achieving approximately $750

million in annual sales.

Manager Lean Facilitation

The plant had become a non-profitable enterprise. Tasked to turn it around

and make it profitable once again. This required that analysis of the

entire operation from production processes, staffing, raw materials,

safety, quality, maintenance, technology, product development, and cost.

Established databases and graphs to establish a present state view of what

was transpiring in the plant for all of the above mentioned areas, and then

recruited all employees from the plant manager down to the custodian to

participate in teams to attack all areas of concern.

Achievements:

. Primary production TAKT time was 22 days. Put together a present state

value stream map and spaghetti charts of every phase of the production

system from receipt of raw materials to shipment of orders. This became

the stake in the ground base for everything that followed. Recruited a

Kaizan team pulling people from accounting, sales, administration, the

production floor and one person each from the other two plants. Removed

all non-value steps and delays and created a "future state map". Within a

month, executed the changes in the primary production process. As a

result TAKT time was reduced from 22 to 15 days, reducing production

costs by 38.1% and waste by 22.2%.

. A secondary production line which was responsible for 33% of sales

required 120 man-hours to complete. Put together a Kaizan team to work

through the spaghetti charts of the process and within 90 minutes

developed a plan; modified the process flow, purchased and installed a

used $25,000 piece of equipment. As a result process time fell from 120

man-hours to 25 man-hours. ROI on the project was realized in six months.

. Took very tight control of raw material deliveries and setup consignment

programs with all major suppliers at a warehouse 35 minutes from the

facility. Each supplier was required to keep a certain amount of raw

material at this facility at his expense. Took ownership upon possession

creating JIT delivery without sacrificing production or inventory

position. Developed a software program that allowed consumption of the

off grade material sent by corporate. This material had a tendency to sit

still for long periods of time. Raw material inventory turns rose from

two to ten within 12 months.

. Returned to the primary process to determine what could be improved.

Batch times became the target, which stood at 43 minutes. Began

experimenting with different batch make ups based on densities and

configurations for a period of six weeks and collected data on speed

temperatures, different combinations of materials and finished quality of

product. Using design of experiments methodology and software found the

batch make up sweet spot. As a result batch time fell from 43 minutes to

27 minutes improving daily production by an average of 37.2%.

. RTI had developed a serious issue with the product they were known for

around the world, the flattest light gauge titanium sheet. They were

experiencing an in house reject rate of 53%. Asked to run a Kaizan team

concerning this problem. Checked in with each station and spoke with

production workers; discovered the issues began when the stainless plates

were changed months earlier; the originals were still available and

returned the process as it had been, resolving the problem immediately.

JOHN MARSHALL ( Page 3 ( **************@*****.***

EDUCATION

Business Studies, University of Akron, Akron, Ohio

CERTIFICATION

Lean Manufacturing - JDS Consulting

6 Sigma Green Belt internal RTI International, pursuing Black Belt

COMPUTER SKILLS

Microsoft Office Suite - Word, Excel, Access, PowerPoint

AFFILIATIONS

Iron

ITA

Tau Kappa Epsilon fraternity

PUBLICATIONS/PRESENTATIONS

4 Technical papers written and presented at International Iron

ASTM - modified 2 ferroalloy standards

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