Manager Engineer

Perry Markham

**** ***** ****** *****, ******** *2002

618-***-**** ************@*****.***

PROCESS iMPROVing / sTAFF dEVELOPing / cOACHING AND mENTORING

Motivated and goal-oriented strategist whose perseverance, vision, and

experience will inspire high productivity levels. Demonstrated ability of

improving productivity and efficiency while stimulating a team environment

to achieve organizational objectives. Committed to producing world-class

quality products at a competitive cost while addressing both internal and

external voices of the customer.

Operations - Management Strengths and what your company can expect:

. Team Building disciplines focused on safety first.

. Reduce manufacturing cost via Lean ideology of waste elimination:

10-25%

. Increase manufacturing throughput via Team improvements: 12-25%

. Improve quality via implementation of mistake-proofing to any

operation: 10-20%

. Retention initiatives to reduce turnover rate 7-50%

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[Taking a sabbatical to resolve family business issues (a family business

changing ownership) after relocating from Nebraska to Illinois in 2009, I

am looking forward to resuming my career goals.]

Professional Experience:

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Operations Manager 1/2006 to 12/2008

Lindsay Corporation (Farm irrigation systems, annual sales $266

million) Lindsay, NE.

Directed operations in collaboration with senior management from

multiple departments. My focus in 2006 was a labor intense galvanizing

operation, being a bottle neck historically for Lindsay. By 2007,

galvanizing production had a 70% improvement in effectivity and was

producing 100% above previous year levels. Removing the galvanizing

bottle neck, in 2007 my focus was directed at fabrication and flow of

product plant wide. Presented weekly reports of technical information

concerning manufacturing performance, material recommendations, process

advantages and potential limitations to corporate executives.

Contributions:

. Directed operations and coordinated activities of four

Supervisors, two Mechanical Engineers, a Quality Engineer and 250

hourly Associates.

. Met all critical production deadlines and exceeded projected

proposal goals from the Board of Directors.

. Utilized Lean idealism, increased production of the galvanizing

division by 100%. Implemented one piece flow from fabrication to

warehouse reducing work in progress inventory by 35%.

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Plant Manager 7/2003 to 1/2006

A Plus Galvanizing Co. (Midwest region galvanizing, annual sales $5-10

million) Salina, KS.

Managed daily operation activities of the largest galvanizing kettle in

the world. Trained and managed 30 associates, 1 Traffic Manager, 1

Quality Supervisor and 1 Project Engineer. Wrote operating procedures

and job descriptions in line with ISO9001 and Lean objectives. Reported

daily plant metrics data to Owner, and maintained daily plant

operations to meet customer requirements.

Contributions:

. Orchestrated plant Lean Steering Committee and identified Lean

opportunities. Met goal of 4 Lean projects per month.

. Established and implemented ISO practices and obtained ISO 9001

certification.

. Implemented Safety culture resulting in yearly decreases of

recordable accidents by 85%.

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Plant Manager 1/2000 to7/2003

AAA Galvanizing of Hamilton (Midwest region galvanizing, annual sales

$10-20 million) Hamilton, IN.

Recruited by AAA to design the Hamilton Plant, a $4.7 million project.

Designed and built equipment for quick change-over allowing the

utilization of Lean manufacturing flow techniques. Staffed and trained

all associates from office to production floor.

Contributions:

. Developed CAD drawings and wrote equipment specifications,

performance requirements, cost analysis for integrating equipment.

. Developed and adapted company operating policy manuals to meet

organizational needs. Recruiting process including candidate

selection, interviewing and staffing of the full facility.

. Established and implemented ISO 9001 and obtained certification in

a four month timetable goal.

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Production Manager 7/1988 to 1/2000

Joslyn Manufacturing Co. (Pole line hardware, annual sales $250

million) Chicago, IL.

Proactively managed manpower of 150 hourly associates, 2 office clerks

and 1 Mfg. Engineer. Utilized Lean initiatives to insure success of

continuous improvements projects. Established and analyzed departmental

metrics, implementing action plans to continuously steer departmental

goals.

Enforced company policies and administered employee discipline.

Contributions:

. Elimination of $250K expense for chemical waste disposal by

converting a waste to a by-product with market value.

. Implemented and maintained preventative maintenance programs,

identifying maintenance and engineering projects.

. Selected by senior management to implement Lean initiative

programs introduced by the Toyota Business System, in house

schooling.

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Education AND TRAINING:

Lean Champion -Columbus Community College. Columbus NE. - 2007

Quantitative Chemical Analysis - Dr. T. Cook. Hot Springs, SD. - 2000

Leadership & Professional Supervision Certificate - Purdue University.

Hammond, IN. - 1999

Toyota Business System - Joslyn Mfg. Chicago, IL. - 1997

Deming Management Method - Northwest University. Chicago, IL. - 1992

Statistical Process Control - Joslyn Mfg., Chicago, IL. - 1990

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