Gerald W. McGinness EDUCATION

**** ****** ***** ** ***** Engineering 1998

Monroe, GA 30656 University of Missouri

254-***-**** (Cell #) Columbia, Missouri

E-Mail: abjt6c@r.postjobfree.com

EXPERIENCE: 03/09-Present - Chemtura / Bio-Lab

03/09-Present - Site Manager: Responsible for the Total Manufacturing

effort of an EPA registered multi-plant campus to include strategic

alignment and utilization of resources required to increase production,

while focusing of lean initiatives. The campus consists of 4 plants,

500,000 square feet in total of high volume manufacturing space. Full

campus P&L responsibility for 500 salary and hourly employees and the

manufacturing of over 200 million pounds annually. Lead direct and

functional reporting staff in the areas of Operations, HR, Finance,

Engineering, Supply Chain, Maintenance, Procurement, Quality, Security,

and Safety. Responsible for $30 million SOE and $4 million annual capital

spend.

. Reduced overall site footprint from 5 plants to 4 plants (600,000 square

feet to 500,000 square feet) through VSM and kaizen activities resulting

in an annual savings of over $3 million.

. Transitioned campus from a fixed labor cost model to a variable labor

cost model resulting in an annual savings of $1 million.

. Successfully integrated an outside plant closure into the site campus in

six months without adding additional real estate through kaizen focused

events and plant space utilization resulting in a company savings of $2

million annually.

. Reduced working capital in excess of $10 million through lean focused

events and introduction of an S&OP process driving collaboration between

all functions of the business.

04/07-03/09 Plant Manager - Andersen / EMCO Enterprises: Responsible for

the Total Manufacturing effort to include strategic alignment and

utilization of resources required to increase production, while focusing

on lean initiatives. The Emco Luray Operation is 150,000 square feet of

High Volume Manufacturing space. Full plant responsibility for 300 Salary

and Hourly employees and the manufacturing of over $80 million in sales

(800,000 units) annually. Lead direct reporting staff in the areas of

Operations, Human Resources, Finance, Engineering, Supply Chain,

Maintenance, Purchasing, Planning, Quality Assurance, and Safety.

. Reduced operating inventory from 25 days on hand to 10 days on hand by

supplier rationalization and days on hand analysis. Resulted in a

reduction of $3.5 million in working capital.

. Increased total plant operational and manufacturing efficiencies greater

than 20% (to date) through implementation of lean and cellular

manufacturing resulting in a plant savings of $800,000. Conducted a

complete factory transformation in less than six months.

. Increased inventory integrity 10% (to date) by implementation of bar

coding and inventory locations.

. Increased customer fill rate from 90% to 99.9% through implementation of

a repeatable scheduling methodology.

. Introduced new $4 million product platform and successfully ramped

production up to full rate in less than three weeks resulting in an annual

savings of $3 million.

3/04-04/07 - Carrier Corporation

03/06-04/07 Plant Manager / Operations Manager: Responsible for the Total

Manufacturing effort to include strategic alignment and utilization of

resources required to increase production, while focusing on lean

initiatives. The Carrier Carrollton Plant is 150,000 square feet of

Manufacturing and Warehouse space. Full plant responsibility for 250

Salary and Hourly employees and the manufacturing of $40 million in

finished goods annually. Lead direct reporting staff in the areas of

Operations, Human Resources, Finance, Engineering, Supply Chain,

Maintenance, Purchasing, Planning, Quality Assurance, and Safety.

. Increased Operational and Manufacturing Efficiencies greater than 15% (to

date) across targeted departments, through implementation of Lean and

Cellular Manufacturing. Conducted numerous Process Flow and integration

initiatives, while focusing on the elimination of redundant operations.

Reduced Quality Defects (PPM) in targeted departments by greater than 45%.

Improved overall plant productivity by 6% resulting in a $600,000.00

savings; 5% of the plant SOE.

Reduced operating inventory by over $400,000.00 in six months through a

factory transformation.

. Reduced mandatory overtime from 15% to 1% for the entire manufacturing

plant by changing the scheduling methodology.

Gerald W. McGinness

2676 Powell Court

Monroe, GA 30656

254-***-**** (Cell #)

E-Mail: abjt6c@r.postjobfree.com

4/05-03/06 Manufacturing Manager: Managed an 80 person team on First

Shift responsible for receiving, shipping, stamping, fabrication, quality,

and tool maintenance. Managed a production schedule in excess of 1000

parts.

. Led third shift from start up to a productivity level of 75% and an

operational efficiency level of 85% in three months.

. Implemented whole work cells to reduce required manufacturing space by

over 2000 square feet while improving productivity by 15%.

. Developed and trained all personnel responsible for all aspects of

production on third shift.

. Maintained a 98.9% on time delivery to customers.

. Selected by the Environmental Health and Safety Manager to develop a

training program for all new employees assigned to new work areas

resulting is a 15% improvement in incident rate.

2/05-4/05 Manufacturing Supervisor: Managed a 20 person team responsible

for the fabrication of sheet metal to support Carrier-East Texas Plant.

Responsible for scheduling work for 9 Press Brakes, 6 Turrets and Assembly

cells to meet the production schedule.

. Increased Operational and Manufacturing Efficiencies greater than 35%

across two departments through implementation of Lean Manufacturing and

Continuous Improvement techniques.

. Chosen above peers by the operations manager to perform as Team Leader

managing two manufacturing departments and to spearhead the ACE (Achieving

Competitive Excellence) Program.

. Monitored and analyzed customer downtime data for three months to

identify potential opportunities in the production process; used the data

collected to effectively reduce customer downtime by 30%.

. Implemented Kan-Ban storage lanes for production equipment/material;

resulting in a 33% (10 minute) reduction in equipment change over times.

. Reduced scrap by 10%.

3/04-2/05 Senior Purchasing Analyst: Responsible for the project

management of strategic out-sourcing of all fabricated sheet metal parts

within the Carrier East Texas Plant.

. Selected over senior personnel to be embedded within a supplier's

organization to restructure/reorganize their shop floor/support groups,

improving on time delivery of quality products to Carrier-East Texas

Plant. Successfully implemented Lean Manufacturing initiatives that

showed greater than a 40% reduction in customer downtime, and increased on-

time delivery to from 75% to 98%.

. Worked hand in hand with 25 suppliers to achieve a 100% first article

inspection pass rate.

. Assisted supplier in conducting a full value stream event of their

operation and in identifying kaizen bursts within that value stream to

allow for successful implementation of a $150,000 cost reduction.

9/98-3/04 - Captain, Field Artillery, United States Army

6/02-3/04 Battalion Logistics Officer (Supply Chain Manager): Led 6-

person team deployed in Iraq responsible for supply support for 505-person

artillery battalion, including identification of requirements, providing

requirements to supported units, and providing guidance on proper

execution of logistics operations to battery-level supply sections.

Manage supply budget of $5.5 Million and government credit card budget of

$150,000.

. Initiated contracts with contractors in Iraq, providing $500,000 in

maintenance/supply support in 5 days.

. Designed and established new Post Exchange with $50,000 inventory in

Iraq; increased morale significantly.

. Led deployment of over 300 combat vehicles and connex containers worth

over $300 million from Fort Hood, TX, to port in Corpus Christi, TX in

less than 14 days.

. Created Division advance party procedures that reduced preparation time

in Kuwait from 30 days to 4.

. Developed new report of survey tracking system that reduced time to

process surveys from 15 days to 3.

. Attended 6 months Field Artillery Career Captains Course, 6 weeks

Combined Arms/Services Staff School.

Gerald W. McGinness

2676 Powell Court

Monroe, GA 30656

254-***-**** (Cell #)

E-Mail: abjt6c@r.postjobfree.com

2/01-6/02 Division Headquarters Company Maintenance Officer (Maintenance

Manager): Led 16-person team in Europe providing maintenance support and

accountability for 120 vehicles, 340 individual and 24 crew served

weapons, and nuclear, biological, and chemical equipment worth $25

million.

. Developed new maintenance program that resulted in 98% readiness, 8%

above Army standard.

. Implemented recoverable parts turn-in system that saved Division over $1

million.

. Initiated new maintenance training program; resulted in Division passing

first evaluation in 5 years.

. Developed and led 150-person post force protection team that increased

post security 100%.

. Planned and executed $7 million equipment deployment to Operation Bright

Star; directly contributed to 100% flawless mission.

. Rated by Division chief of staff as "Go To" officer out of 55 officers in

Headquarters Company.

9/00-2/01 Battery Operations Officer (Operations Manager): Second in

command of 94-person field artillery battery in Europe. Led 16-person

battery operation center team coordinating fire support for maneuver

commander. Responsible for planning movement and tactical positioning of

battery.

. Led training, resulting in "Outstanding" score during rotation to

Combined Maneuver Training Center.

. Developed improved deployment program; resulted in "Outstanding" score

during brigade inspection.

. Led team that was awarded "Best" battery operations center out of 4 in

battalion.

. Selected ahead of 3 senior ranking platoon leaders in company to be

operations officer.

9/99-9/00 Support Platoon Leader (Materials Superintendent): Led 33-

person team in Europe providing maintenance and logistics support for 94-

person battery with $7.8 million in supplies and equipment. Managed $1.5

million budget.

. Developed new maintenance program that resulted in 96% readiness, 6%

above Army standard.

. Spearheaded processing and servicing of 55 combat vehicles worth $18

million in 6 weeks for deployment.

. Successfully led 8-person maintenance team; selected as "Best"

maintenance section out of 4 in battalion.

9/98-9/99 Assistant Battalion Adjutant (HR Generalist): Led 5-person team

providing personnel management, awards, evaluations, finance, legal, and

administrative support for 458-person artillery battalion.

. Designed administrative tracking system improved accuracy/timeliness of

administrative processes 100%.

. Led change of command inventory that resulted in 100% accountability for

$25 million in equipment.

. Attended 6 months Field Artillery Officer Basic Course (Honor Graduate).

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