Sales Project Manager

TRACE “ANGUS” MacDOUGALL

Message 410-***-**** --- e-mail: *******@*****.*** --- website: http://www.leangraymatter.com

Manufacturing & Service-Based Business Operations Performance Improvement Consultant, based in Maryland

LINKING FINANCIAL HEALTH TO LEAN THINKING AND DEPLOYMENT

A resourceful decision maker and problem solver that combines strong leadership, communication and organizational

skills, with the ability to turn around failing systems through extensive root cause / gap analysis and corrective action

implementation. Specializes in developing employees’ capabilities to meet the strategic needs of the company, as well

as creating a framework for lean thinking and deployment that enables consistent execution of the financial business

P&L objectives (Revenue, EBIT, & Cash Flow). Ensures appropriate payback and IRR are achieved by developing

valid cost structures, detailed work planning, and schedule forecasts for manufacturing and capital projects.

Industries served include aerostructures (wings, turbine blades, stabilizers, fan reversers, cockpits, radomes), sporting

goods, poultry, food & beverage, urethane foam, medical devices, healthcare, wire & cable, consumer goods, paper &

plastics, construction, metals, DOD, & industrial mesh. Positions held include Continuous Improvement &

Operational Excellence Leader, Sourcing & Procurement Analyst, Program / Project Manager, International Supply

Chain Manager, QA Director, Technical Writer, EHS Specialist, and Materials Planner.

SPECIALIZED TRAINING:

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), A3 Process, RACI, Customer Management through Voice of the Customer (VOC) and Customer

Value Analysis (CVA), KanBan, One-Piece Flow, Value Stream Mapping (VSM), 5S, 3P, Kaizen & Kaikaku methodologies,

Poka-Yoke, Muda Reduction, Total Productive Maintenance (TPM), Visual Factory Management (VFM), FMEA, DOE,

FDA / ISO 9001 & 13485 Implementation & Certification Audits / AS 9100

Policy & procedure writing; creating compliant systems for MOSH / ADA / EPA / MDE / DOT / SOX.

ESH OHSAS 18001compliance audits and Worker’s Comp. claims reduction through STOP programs.

Root Cause Analysis techniques – 5 Why’s, Ishikawa diagramming, 80/20 Pareto principle, Brainstorming

Danaher Business System - Goal & Policy Deployment, Daily Goal Management, and Top-Grading

Knowledge of FDA regulations (21CFR Part 11), pharmaceutical / medical devices GMPs (21 CFR 210, 211, and 820)

SOP development, manufacturing processes, facilities, equipment, calibration, and IQ/OQ/PQ validation protocols

Microsoft Office, Project, Access, Visio, AS400, MRP/ERP (SAP, GSS, A+, Adage), Crystal Reports

HRODEHS / BUSINESS OPERATIONS AREAS OF EXPERTISE – BUSINESS SIMPLIFICATION

o Strategy, policies, goals/objectives, programs Lean Thinking & TPS Lean manufacturing concepts

o Human capital & organizational development Goal & policy deployment – Hoshin Planning

o Ergonomics & industrial hygiene guidance Top-Grading + Danaher Business System

o LOA / FMLA case management Voice of the Customer / Customer Value Analysis

o Handbook & job description generation Business process improvement & re-engineering

o Facility / EHS management Operational Excellence methodologies / Time studies

o Federal, state and local compliance programs ISO 9001 / 13485 implementation & certification audits

o Union negotiations & avoidance strategies Process & value stream mapping / BOMs & routers

o Workers' compensation administration KPI programs using Baldrige criteria

o Accident / injury response and investigation Root cause analysis techniques / CAPA design

CAREER ACHIEVEMENTS (Direct and Contractual):

OPERATIONS / MANUFACTURING / QUALITY SYSTEMS / PROCUREMENT / SUPPLY CHAIN

Cost Analysis / Cost Reduction -

• Accomplished over $3,500,000 in cost reductions from improvements in:

• Domestic / International 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%, and decreased customer

returns by 40% (ISO 9001 & ISO 13485)

• Plant-wide 5S and EHS scores (improved 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.

TRACE “ANGUS” MacDOUGALL Page 2

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.

HR SYSTEMS AND ORGANIZATIONAL CHANGE & DEVELOPMENT

Designed and presented management training programs ranging from first-line supervisors to senior

management teams to facilitate understanding of employment relations, diversity issues, employment

law, recruiting, and organizational development; program functioned as cornerstone for union

avoidance, employee retention, and increased employee morale

Indoctrinated Jim Collins’ Good to Great principles and methodologies across many companies, which

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

Designed scalable 360 competency models

Upgraded and linked high-impact training and dynamic mentoring and coaching programs to organization’s vision,

mission, goals and metrics

Generated change management, succession planning, career paths, job descriptions, surveys, and training

programs for executive, management, staff and hourly levels

Designed compensation structures, bonus and incentive programs, and compensation matrix

Created and implemented recruiting program, including Internet recruiting and pre employment/post-offer

background searches that helped to assure fit between candidates and jobs

Devised consensus bargaining (“win-win”) strategies for labor and management - reduced lost time by 80%

Reduced turnover and cost-per-hire by 50%-70% and trained behavioral interview techniques

Facilitated retreats, executive leadership boards, cross-functional teams, focus groups, process improvement

teams, and customer feedback forums

Initiated work-life balance programs so individuals could establish goals & priorities for all aspects of their

lives

SAFETY SYSTEMS DEVELOPMENT & IMPLEMENTATION / RISK MANAGEMENT

Accident investigation / resolution, drug & alcohol screening, insurance program administration.

Audited current state OSHA programs to determine gaps to be filled for future state condition.

Created comprehensive workplace safety manuals, risk assessment surveys, & disaster preparedness

procedures.

Decreased recordable safety incidents by 93% in one year, which lowered Workman’s Comp. claims.

Directed independent task force in order to determine cause and corrective action after work-related fatality;

prepared and presented evidence of findings and solutions to upper management, insurance company, and

regulatory agencies.

NEW PRODUCT DEVELOPMENT / MARKETING / SALES / BUSINESS DEVELOPMENT

Reduced new product introduction cycle time by 40% and cut order lead-time by 50% using Lean

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.

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.

PROGRAM / PROJECT MANAGEMENT

Responsible for governance, working with the over arching structure, processes and procedures to accomplish

objectives, to include metrics of success and deliverables. Metrics included program product quality, on-time

delivery, product costs, and inventory levels; inevitably driving the organization’s cash flow and EBITDA

TRACE “ANGUS” MacDOUGALL Page 3

Integrated program specific capacity considerations into the full facility reviews and integrated New Product

Introductions into all established reviews such as Operations’ Daily Production reviews, Continuous Improvement

reviews, and Program Reviews

Tracked program component costs while maintaining an understanding of overall program administration costs

Successfully scheduled and managed the relocation of a sister manufacturing facility after a merger

Arranged for manufacturing space, product revision control and IT needs; also involved resource allocation for

successful completion of program objectives. Developed the plan to orchestrate projects, resources, timescales, while

monitoring and controlling program specific capacity requirements

ROFESSIONAL EXPERIENCE

P :

LEAN GRAY MATTER, Salisbury, MD April 2000 - Present

Founder & Principal Consultant - Manufacturing & Service / Business Operations Performance Improvement

TRINITY STERILE, INC., Salisbury, MD Feb. 2010 – Sept. 2011

Director of Operations / General Manager (Full P&L for Medical Kit Assembly & Packaging / Clean Room & Sterilization)

CABLE USA, INC., Naples, FL (Wire & Cable - a division of The Marmon Group) April 2003 – May 2005

Vice President of Operations (P&L / 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)

PGA Tour Rep / Manager, Sales & Marketing and Product Management - Golf Division (June 1994 - November 1996)

MARTIN MARIETTA AERO AND NAVAL SYSTEMS, Middle River, MD Sept. 1984 – Nov. 1991

Sr. Manufacturing Engineer – C17 Military Aircraft - 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

HR Director, MaTech, Salisbury MD April 2006 – Dec. 2006

EDUCATION:

M.S.A. Studies – 24 earned credits toward MSA in Operations Administration, Central Michigan University

B.S. – Liberal Studies, Towson State University

QUALITY / MANUFACTURING PROCESS BACKGROUND

Visual & dimensional inspection standards / methods, calibration & testing equipment, composite lay-up, open / closed

molding, autoclave, tooling, component fabrication & assembly, stamping, SLA prototyping, tubular metal fabrication,

powder coating, investment / die casting, forging, finishing, metal & plastic extrusion, injection / insert / blow molding, wire

& cable fabrication, thermoforming, construction fit & finish, architectural hardware, packaging / bar code, industrial and

architectural wire mesh fabrication & assembly, consumer goods / food film packaging, medical kit assembly & packaging

VOLUNTEER NON PROFIT FUNDRAISING

• Dundalk Community College Foundation & Towson University Foundation

o Grant writing & acquisition / corporate & legacy giving / annual giving & foundation support

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