Manager Sales

DAVID B. MYERS

**** ****** **** (C) 423-***-****

Kingsport, TN 37663 ******@*********.***

(H) 423-***-****

Qualifications Summary

Thirty years of experience in Quality Management and Mechanical

Engineering leading groups and project teams at multiple levels,

functions, and sites throughout the organization. Adept at organizing

people, projects, and processes while utilizing strengths in strategic

planning, team management, and empowerment.

Areas of Expertise include:

? Quality Assurance and Quality Control ? Project Management

? Six Sigma Black Belt ? Quality and Team Management

? Leadership and Mentoring ? Procurement Manager and Strategic

Sourcing

? Operations and Laboratory Management ? Training System

Management

? Sales and Technical Service ? Process and Product Improvement

Professional Experience

Aerus LLC, Bristol, VA 01/2010- 07/2010

Residential and Commercial Vacuum, Air, and Water Purification Systems

Manufacturer

Aerus LLC Director of Procurement 01/2010 - 07/2010

Responsible for the Direct and Indirect Materials and Services Procurement

Organization

? Use of Six Sigma and Lean tools to improve production planning while

optimizing inventory management.

? Establishing Management Systems in Key Areas to support the company

mission of Sales Order Fulfillment.

? Initiating Strategic Sourcing/Volume Leveraging initiatives on

critical components to optimize performance and reduce cost.

? Conducted Root Cause Failure Analysis on material supply shortage

incidences and initiated improvements.

? Enhanced Materials Requirement Planning from using manual production

work order input to using Sales Forecasting data.

? Utilizing Six Sigma tools to optimize inventory levels to fill the

supply chain and avoid Sales Order Fulfillment issues.

? Utilizing Six Sigma and Lean tools to more effectively manage off-

class and obsolete material inventories.

? Developed Vendor Audit and conducted multiple assessments for

critical components.

? Developed alternative Asian and US Sources for electrical

components.

? Utilizing MS SharePoint to organize, manage, and communicate key

metrics and improvement initiatives.

? Developed an employee development system identifying roles and

responsibilities, assessment, and collaborative planning.

? Initiated weekly Procurement team meetings to organize and

communicate key initiatives and key events.

? Delegated management and execution efforts to subordinates to expand

capabilities and organization effectiveness.

Eastman Chemical Company, Kingsport, TN 1979 - 2009

Chemical, plastic, and fiber manufacturer with worldwide operations and

sales that exceed $6B.

Eastman Corporate Program Office

2003 - 2009

Group of multi-functional and multi-site project management support team

for strategic initiatives.

? Selected as project manager for a complex European Union (EU)

Regulatory compliance effort, called REACH, which is estimated to cost

Eastman $50M and will impact the annual sale and manufacture of over $1B.

Recognized with an individual financial award for superior project

management and leadership.

? Chosen as project lead to develop a Corporate Compliance System for

U.S. Technology and Export Controls Legislation working for Eastman's Vice-

President of Technology.

? Utilized certified Six Sigma and Design for Six Sigma skills to lead

several multi-site and multi-functional teams to improve: Training,

Capital Spend, Pricing Contracts, Material Handling Optimization, Pallet

Mold, Hazardous Chemicals Training and Handling, and Corporate

International Travel and Safety initiatives. Many of these projects also

included the use of Lean Manufacturing to improve process/product

workflow.

Worldwide Indirect Materials Procurement and Services 1991 -

2003

Purchasing of all material and services except raw materials along with

Stores and Receiving.

? Worldwide Strategic Sourcing Manager for mechanical pumps, valves,

seals, product packaging, computer hardware-software-services, electrical,

paints, filters, pipe, and office equipment. Collectively these strategic

sourcing projects yielded over $30M in annualized spend reductions through

standardization, volume leveraging, supplier consolidation, improved

material/equipment quality and design, improved payment terms efforts.

? Eastman Supplier Excellence Program (ESEP) Manager responsible for

the development and maintenance of a program which allowed company

organizations to collaboratively work with suppliers to achieve supplier

excellence by providing them: (1) performance expectations, (2) importance

level of each expectation, (3) feedback on the suppliers individual

performance, (4) develop and work on specific supplier improvement

projects, (5) develop and work on things Eastman could do to improve

supplier performance, and (6) host an annual awards banquet which

recognized both improved and sustained high levels of supplier performance

utilizing three award levels. ESEP was determined to be a primary means by

which Eastman achieved and maintained higher levels of supplier

performance.

? Site Stores and Receiving Manager which included approximately 120

employees in 26 local area storerooms, general plant storeroom, capital

warehouse, and receiving with over an $8M annual budget.

Cellulose Esters Manufacturing Division 1986 - 1991

Manufacturing Division for Cellulose Acetate, Butyrate, and Propionate

plastic and flake products.

? Division Training Coordinator responsible for the development and

maintenance of division training documentation, delivery, qualification,

certification, and records. This assignment required working closely with

the ISO process management team to fulfill training requirements.

? Quality Control Quality Engineer responsible for renovating a

plastics testing laboratory which had been responsible for downgrading

over 20% of the product due to poor sample preparation and test method's.

Significant improvements in test capability (precision and accuracy),

safety, cost effectiveness, and timely analysis were achieved through

standardization, automation, test and lean re-engineering, and training.

? Division Malcolm Baldrige National Quality Award Coordinator results

included an assessment of division quality systems, identification of the

process gaps, and leading teams to fill gaps in their quality systems.

? Division Team Management Consultant responsibilities included

empowering over 40 teams to identify and implement improvement efforts

while updating their processes to maintain-the-gains.

Acetate Tow Marketing Technical Sales Representative, Richmond, VA

1984 - 1986

External customer sales and technical support for one of Eastman's largest

accounts, Philip Morris USA, with sales revenue exceeding $50M annually.

? Technical Sales Representative primary duty was serving as the

liaison between Eastman and all customer functional areas: Corporate

Management, Purchasing, Supply Chain, Production, Research, Technical

Service, and Quality at four different manufacturing sites located in

Richmond, VA, Louisville, KY, and Charlotte, NC

? Successes include: Improvements in product operating performance

leading to significant reductions in product returns, a 5% increase in

sales margin versus competition, introduction of new on-line plug-maker

performance testing system, new product development, and new packaging

designs.

Acetate Tow Manufacturing Division 1979 - 1984

Manufacturing Division for Cellulose Acetate Tow products used in

cigarette and industrial filters.

? Customer Service Quality Assurance Internal Sales Representative

with responsibility to address external customer production, quality, and

fitness-for-use issues.

? Quality Control Laboratory Assistant Manager required maintenance of

laboratory quality systems and filling in for the manager during absences.

Division Quality Test Method Engineer included both in-process and product

test method improvement.

? Manufacturing Operations Assistant Manager required operations staff

support while filling in for the manager during absences. Developed new

equipment to increase production capacity and improve product quality.

? Division Quality Auditing Supervisor involved working with Division

Operation Managers to develop quality audits that assessed both equipment

and personnel performance which was critical to the operations success.

One audit resolution resulted in the recovery of an annualized $4M in lost

acetone emissions.

Education

Masters of Business Administration, University of Tennessee, Knoxville, TN

Bachelor of Science in Mechanical Engineering, University of Tennessee,

Knoxville, TN

Professional Development Certifications

Business Design for Six Sigma Certification, Eastman University in 2006

Six Sigma Black Belt Certification, Eastman University in 2003

Strategic Sourcing Certification, Strategic Sourcing Institute of Florida

in 1998

Quality Engineering Certification, the American Society of Quality Control

in 1991

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