Manager Engineer

Donald R. Fountain, Jr.

***** ******** ****

Plainfield, IL 60585

Home: 815-***-**** Mobile: 630-***-****

*********@*********.***

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Career Summary

Over 20 years experience in all phases of manufacturing management in both

process industries and hard goods manufacturing. Outstanding track record

of customer focus; lean implementation, quality, productivity, and cost

improvements; employee motivation; and strategic planning and execution.

Education and Personal

. B.S. Industrial Engineering, University of Tennessee, 1981

. Lean Manufacturing Certification; TMA, 2005

. Regional Operations Forum member; 2004 - 2007

. Youth group leader, soccer coach, U. S. savings bond drive chairman

Employment History

National Cycle, Inc., Maywood, IL

Plant Manager

1996 to present

Manage production, maintenance, materials and purchasing, manufacturing

engineering and human resources for this privately-held premier

manufacturer of windshields and accessories for the motorcycle industry

with sales of $33 million. Responsible for the activities of 200 hourly and

6 management employees.

. Received customer awards for Best Vendor from Yamaha; Quality,

Delivery and Innovation from Honda; CTQ excellence from Harley-

Davidson; and Zero PPM from BMW.

. As a key member of the Executive Steering Committee, provided

recommendations during the 5-year Strategic Planning process, which

were implemented, to spin-off non-strategic, unprofitable business

segments and product lines.

. Achieved a 56% improvement in sales dollars per employee by providing

leadership and employee communications to develop and implement

continuous improvement projects, productivity measurements, kaizen

events, line balancing, material flow, 5S, facility layout, SMED and a

preventive maintenance system.

. Provided leadership and business plans to help grow annual sales from

$7 million to $33 million while reducing the cost of goods sold from

71% to 64%. Using make vs. buy analyses, brought several costly

outside processes in-house, such as coating, laser cutting, polishing

and casting thereby reducing SKU's, lead times and total costs.

. Hired and mentored 2 'A' players. Coached and developed 12 group

leaders.

. Redesigned the production planning system, which resulted in on-time

delivery improving from 7% to 96% over a 3 year period.

. Improved Customer Satisfaction Index by reducing the "Average Days

Late" from 14 to 4.

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Donald R. Fountain, Jr.

Employment History continued

National Cycle, Inc., continued

. Reduced average new product development cycle from 9 months to 3

months. Devoted assets on demand to support 20% new products per

year.

. Reduced lead-time on critical purchased items from 9 weeks to less

than 2 weeks average. Established a Just-in-Time (JIT) partnership

which included stocking programs at local manufacturers and

distribution centers at no additional charge. .

. Used a Pull System for ordering raw materials based on expected

consumption within the next 30 hours as forecast by the cell Group

Leaders.

. Established first ever formal quality tracking process consisting of

incoming inspections, vendor return program, "product packed by"

system and classification of defects by root cause.

Ralston Purina, Continental Baking Co., Hodgkins, IL

1993-1995

Plant Production Manager,

1994 to 1995 Full fiscal and

operating responsibility for $120 million bread manufacturing plant.

Managed 140 union and 12 management employees in this 7 days, 3 shifts

operation.

. Eliminated $200,000 per month budget shortfall within first year.

. Developed and implemented manufacturing management restructuring plan,

resulting in 28% reduction in staff.

. Improved efficiencies 11% and increased the line item "fill rate" from

93% to 97%.

. Reduced waste by over 45% from 8.6% to 4.5%.

Performance Enhancement Program Manager (St. Louis, MO) 1993 to 1994

Corporate cost improvement and restructuring initiative, working with

McKinsey & Co. as an internal consultant.

. Identified and implemented $2.4 million in cost improvements.

Johnson & Johnson, Personal Products Co., Wilmington, IL

1985 to 1993

Manufacturing Team Leader

1992 to 1993

. Total responsibility for $38 million manufacturing of feminine hygiene

products in a high speed production operation in a union environment.

Staff Industrial Engineer, Shop Supervisor, and Senior I. E. 1985 to

1992

. Executed $1.4 million capital project within budget and on schedule,

reducing costs by $400,000 annually.

. Redesigned hourly compensation system, realizing a savings of $310,000

per year by replacing ineffective incentive plans.

. Led continuous improvement team effort to improve quality, resulting

in a 73% reduction of the number one customer complaint.

. Achieved 14% productivity increase in 1 year after 5 years of no

productivity increase.

. Exceeded challenging cost savings objectives by initiating process

simplification projects and using employee involvement.

Olin Corp., Chemicals Group, Doe Run, KY

1981 to 1985

Staff Industrial Engineer

. Initiated classical Industrial Engineering studies and facilitated

plant quality circles, receiving corporate recognition and two

promotions in three years.

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