Manager Quality

Mark Grim

Phone: 601-***-****

Email: **********@*****.***

SUMMARY

Manufacturing Manager with 20 plus years in manufacturing industries, desiring a position where

my demonstrated ability driving cultural change and transforming operations through flexible,

hands on leadership instills a can-do attitude and empowers individuals and teams to create winning

solutions. Solution oriented with an eye toward bottom line results. Six-Sigma Green Belt

certified.

EXPERIENCE

US Food Service Pearl, MS Dec 2010- Current

Supervisory responsibilities include:

• Responsible for development of Night Warehouse Supervisors through training on policy &

procedures, education by assisting in problem resolution when required and leading by

example. Creates a cohesive organization by keeping lines of communication open and

directs workforce to insure efficient workflow, Ensuring production goals are met or

exceeded, including yield, and quality

• Responsible for interview, hiring, review, discipline and termination process for night

warehouse personnel

• Developed operation plan for daily loads, communicates plan with supervisors and lead

personnel and ensures that trucks are completed within timelines. Creates load plans for

individual trucks to ensure weight restrictions are met and special customer requests are

accommodated.

• Monitors a variety of operational data, including inventory losses, production goals and

safety reports. Identifies problems, determines causes and recommends changes to the

Director/VP of Operations to produce zero-error benchmark on accuracy and customer

satisfaction.

• Oversee the maintenance of the physical condition of the warehouse and its equipment in

compliance with OSHA requirements

• Worked in a Union facility, assisted in interpreting the provisions of the collective

bargaining agreement.

Armstong Industries Vicksburg, MS April 2010- Nov. 2010

Supervisory responsibilities include:

• Leading, managing, hiring, and training crew of approximately 25-30 production workers

• Ensuring production goals are met or exceeded, including yield, and quality

• Promoting and ensuring a safe work environment and environmental compliance

• Preparing daily production schedules and ensuring schedule adherence

• Applying lean manufacturing best practices and driving continuous improvement with

people and processes

• Effectively managing operations while meeting budgetary goals

• Partnering effectively with maintenance and engineering to optimize equipment

performance and reliability and assisting with Lean projects.

• Set and monitor product standards, examining samples of raw products, and/or directing

testing during processing to ensure quality product.

Delphi Automotive

Production Manager of Molding Operations 2009 – Feb 2010

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Mark Grim 601-***-****

• Met the cost reduction models utilizing Six Sigma tools, ensuring all products are manufactured

in accordance with quality standards and to an agreed schedule, at minimum cost. Customer

complaints were reduced by 50%.

• Conduct regularly scheduled meetings with hourly and salary employees on safety, quality, and

production goals. Responsible for ensuring all production operations are carried out in a safe

manner and in accordance with State and Federal regulations and company policies. On-time

delivery increased from 85% to 97%.

• Manages the Operations training program to ensure appropriate skills are available for current

and new technologies. Operators were cross trained to reduce required overtime resulting in an

annual savings of $85,000 per year.

• Utilized lean techniques to reduce finished goods inventory from 5 days to 2 days, resulting in

an annual savings of $475,000.

• Direct manufacturing engineers in various cost reduction initiatives and empower our

production teams to take ownership for their work processes and improvement plans.

Department’s cost to budget was reduced by $1.5 million dollars.

• Achieved ISO compliance in manufacturing, quality and environmental departments. No major

non-conformances were noted for the department.

Production Manager Production Control & Logistics 2007-2009

• Negotiated a better rate for our clean copper waste resulting in a savings of $84,000.

• Provided logistics scheduling support for the various carriers of our raw materials utilizing

shipping windows and directed sourcing efforts in regards to procurement and supplier

selection. On time delivery from carriers improved from 79% to 96%.

• Implemented SAP for the Cable Making Department and managed the material planning and

work-center scheduling.

• Rearranged finished goods and in-process Supermarket for manufactured cable to yield a

$78,000 per year savings.

• Eliminated and consolidated various carrier routes resulting in $350, 000 yearly savings.

• Reduced indirect material purchases by $250,000 per year.

Production Manager of Cable Operations 1992-2007

• Responsible for meeting cost reduction models utilizing Six Sigma tools, ensuring all products

were manufactured in accordance with quality standards and to an agreed schedule, at minimum

cost.

• Implemented a system where the Mexico Operations returned our wooden skids resulting in

savings of $85,000 per year.

• Held regularly scheduled meetings with hourly and salary employees on safety, quality, and

production goals and was responsible for ensuring all production operations are carried out in a

safe manner and in accordance with State and Federal regulations and company policies. Work

place recordable injuries were reduced by 40%.

• Developed and incentive program for the hourly operators who produced 1 million feet of cable

in an eight hour shift.

• Identified the fact we had excess cable barrels and worked with accounting, purchasing and

internal control to sell for profit the excess to another company resulting in increased revenue

of $175, 000 per year.

• Implemented various forms of Lean Manufacturing, i.e. (Kanban system and Supermarkets) to

reduce work-in-process from four and one half days to 24 hours, resulting in an annual savings

of $1.5 million per year.

• Reduced finished goods inventory from $2 million to $650,000.

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Mark Grim 601-***-****

• Applied Six Sigma tools and methods to improve quality and championed activities to improve

plant equipment effectiveness to reduce waste within operations. Activity resulted in a savings

to budget of $2 million yearly.

• Gained a ten percent capacity improvement by increasing various product machine speeds.

• Developed a plan to change from a seven day operation to a five day operation to meet reduced

sales volume and lower cost.

• Improved reactive maintenance response time by implementing an automated call sheet for

repair technicians.

• Reduced quality complaints by 60%.

• Achieved 98% on time delivery in the department.

• Generated a savings of $150,000 per year by reducing premium transportation.

EDUCATION

MISSISSIPPI STATE UNIVERSITY, Starkville, MS

BACHELORS OF SCIENCE, INDUSTRIAL ENGINEERING, Magna cum Laude

PROFESSIONAL DEVELOPMENT AND TRAINING

SAP Training Recruiting Certification for Interviewers

Leadership for Managers Supervision – Health and Safety

Six - Sigma Greenbelt Certification Hazardous Communication

Lean Manufacturing Preventing Workplace Sexual Harassment and

Statistical Analysis: Variation, Capability & Violence

Sampling Team Building, Facilitation and Group

Process Failure Mode and Effects Analysis Dynamics

Root Cause and Decision Analysis 5S Workshop – Workplace Organization

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