Mark Copeland

Phone: ***/341-****-**** South Creek Rd.

E-mail: abk7ey@r.postjobfree.com Knoxville, TN 37920

Summary Profile

Over 20 years of experience in manufacturing management with in-depth

experience in plant operations including profit and loss, safety,

environmental, budgeting, quality, engineering, lean manufacturing, labor

relations, and systems. Ability to conceptualize and deliver new methods

to increase profitability through productivity, drive change, and deliver

performance in safety, health and the environment. Demonstrated

capabilities in determining strategic business needs and incorporating them

into business plans.

Professional Experience

Olin Brass, East Alton, IL 2006-Present

The leading U. S. supplier of copper and brass, strip and fabricated

products.

Director of Environmental, Health, Safety and Energy

. Managing Environmental, Health, and Safety issues across 4 locations.

. Led reduction of injuries from '08 to '09 by 15%.

. Managing all Worker Compensation claims, cost, and direction for 4

locations.

. Delivering a reduction in claims over last year by 50%.

. Selection and incorporating new environmental software for close

management of all environmental permitting issues.

. Leading safety, health, and environmental audit for multiple locations.

. Managing an ISO 14000 certified facility.

. Leading organization through the short term and long term aspects of the

GHG requirements.

. Managing Energy budget and long term contracts of $30 million for

multiple locations.

. Chairing an Industry wide environmental committee.

Director of Lean Operations

Leading an overall lean effort for a $1.7 billion business across 13

locations.

. Realized a 10 percent reduction in inventory in the first year with a $26

million dollar profit to the bottom line due to decrease in inventory.

. Developed strategic and tactical plans for the lean transformation

realizing a long-term effort and effect to the business.

Bristol Metals, L.P., Bristol, TN 2001-2006

The leading U. S. supplier of welded stainless steel and nickel alloy pipe

and piping products.

Vice President Operations

. Responsible for leadership of all hourly employees, supervisory,

technical, safety, environmental and human resource staff. Producing

$130 million of product revenue.

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. Negotiated electrical power contracts for business.

. Implemented Lean Manufacturing techniques focusing on material flow,

reducing inventory, waste reduction, error proofing, and customer

delivery.

. Managing a Union workforce and successfully negotiated a 5 year contract.

Creating an environment of trust and vision for the future for all

employees.

. Managing new market growth by investing in increased capital capabilities

and new technology. Led a $5 million plus capital expenditure to

increase manufacturing capabilities. In some cases increasing throughput

by as much as 400%.

. Creating an organization that is team based with sound leadership skills

building on individual assets and changing, replacing, or adding quality

individuals where needed.

. Constantly working to understand market needs and assessing manufacturing

capabilities and determine needs to best invest capital to grow the

business.

. Through work with Sales staff, breaking manufacturing paradigms, and

investing in the right strategic places have increased the sales of some

markets by 300%.

. Managed crewing and plant to minimize energy costs during peak times.

Alcoa, Inc., Alcoa, TN 1990-2001

As part of a leading global supplier of aluminum and aluminum products,

manufactures sheet for the beverage container market.

Plant Manager - Cold Rolling

1. Responsible for the leadership of all hourly, supervisory, and technical

staff.

2. Managed a $20 million operational budget; $27 million plant budget; $3 -

$5 million capital budget; and $200 million of renewable assets.

3. Led an overall Lean Manufacturing effort implementing a pull system,

make to use, 5S, waste elimination, and inventory reductions.

4. Realized an annual cost savings of $3.7 million in 2000. Sponsored the

capital outlay for a technical project that has led to a 35% reduction

in customer returns from 1999 to 2000 and is on track for continued

improvement in 2001.

5. Achieved productivity records in the following areas: annual asset

utilization, annual run speed efficiency, monthly equipment reliability,

and monthly internal defective product.

6. Through a program of auditing, personal contacts, training, and hazard

assessments, achieved a record low injury performance and zero LWD's in

the past three years.

7. Led a quality team that was responsible for reducing the annual cost of

customer returns by 50%.

8. Participated in technology exchanges with facilities in Japan. Provided

input to the facility on opportunities to business systems and process

improvement.

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Plant Manager - Hot Rolling

Responsible for the leadership of all hourly, supervisory and technical

staff.

. Led initial efforts of Lean Manufacturing implementing the pull system.

. Managed a $40 million operational budget; $2-$4 million annual capital

budget; and $130 million of renewable assets. Reduced a 320 person

hourly and salaried work force and its cost by approximately 34%.

. Achieved record asset utilizations over a three-year period and increased

the overall reliability of the equipment by 10%.

. Actively sponsored removing waste from the system, resulting in reducing

change over times by 30% and eliminating waste streams.

Superintendent - Hot Rolling

. Led a reorganization resulting in combined operating and maintenance

supervision staff reductions of approximately 50%; and the elimination of

one layer of supervision.

. Set record levels of monthly and annual throughput through continuous

improvement.

. Participated in a benchmarking trip to several Brazilian locations

focusing on TPM activities for implementation.

Education

MA ABS in Leadership

Bastyr University, Seattle, Washington

BS Mechanical Engineering

Tennessee Technological University, Cookeville, Tennessee

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