Manufacturing Electrical

MARK PROFFITT

*** *. ******** ***.

Republic, MO 65738-7823

ablex0@r.postjobfree.com

OBJECTIVE

Challenging career in manufacturing operations management, adding value

utilizing hands-on leadership. Organizational Leadership Certified Coach looking

for exciting opportunity to maximize employees’ personal potential and

professional talent. Effective, team builder, goal oriented, lean implementer,

change agent, productivity-minded, metrics-driven, with a can-do attitude that

drives positive results at all levels, maximizing bottom line impact. MBA, veteran

in Lean Manufacturing,

SUMMARY

Increasingly responsible positions in world class ISO 9000 & UL manufacturing

environments. Am energetic, hard charger, and innovative. Knowledgeable in

Lean Manufacturing & Six Sigma. Computer proficient in variety of business,

production and maintenance applications. Extensive world-wide travel. Proven

experience in diversified responsibilities: high-tech production, maintenance,

facilities, fabrication, assembly, robotics, engineering, environmental /

wastewater, programming, manual & robotic welding, lasers, e-coat & powder

coat paint systems, testing, packaging, procurement, shipping/receiving, more.

EXPERIENCE

Director of Operations PEP Electrical Controls, New Orleans, LA

July 2007 - May 2009

Lead operations of 2 manufacturing sites: fabrication, assembly, testing,

upgrading, repair of electrical gear; another constructing buildings for offshore

electrical housings. 140 indirect/3 direct reports, 55,000 sq. ft., $47M. Highly

successful results from ongoing continuous improvements initiatives.

100% safety record for entire company, no lost time workdays, over 2 years.

98% on time delivery reliability, up from 74%; 8 of last 12 months at 100%.

92% productivity rating, up from 78%.

81% reduction in warranty related costs.

74% throughput volume increase while reducing labor force by 10%.

29% reduction in manufacturing lead times, from 24 weeks to 17.

24% increase in margins, from 10% to 34%.

20% WIP – work in process reduction, from 110 sections to 88

18% overtime reduction, from 26% to 8%.

10% increase in manufacturing floor space by improving value stream.

1.7% hourly absenteeism rate, down from 4.4% two years ago and 2.8% one

year ago.

Generated KPI’s/Metrics to track business objectives for continuous

improvement.

Lean accomplishments: 5S, pull system, point-of-use hardware, value stream

mapping

Put cross-training program in place to enhance operational capabilities &

career pathing.

Developed outsourcing efforts to address growth, cost and contingency

planning.

Manufacturing Manager Siemens Energy & Automation, Grand Prairie, TX

June 2006 – July 2007

Over Fabrication and Assembly in turnaround facility producing build-to-order

electrical enclosed products. 240 indirect/7 direct reports. 2 facilities, 250,000

sq. ft., $142M. Product line moved to Mexico.

100% on-time delivery reliability in 9 months, up from 0% the prior 15

months.

99% Kanban on time delivery from Fabrication department, up from 28%.

56% WIP – work in process reduction, from 221 sections to 98.

43% reduction in quoted customer lead times, from 35 weeks to 20 weeks.

32% decrease in NCR’s – non conformance reports.

29% throughput volume increase, output up from 6.9 to 8.9 sections per day.

23% productivity improvement from changing assembly lines into

manufacturing cells.

10% headcount reduction in final assembly department, from 120 to 108.

8% overtime reduction, from 26% to 18%.

$25,000/mo warranty savings by providing factory labor vs. field techs for

local repairs.

5S program effectively instituted, dramatically improving shop floor

aesthetics.

Participated in Design for Manufacturability Team to reduce parts & labor in

products.

Plant Manager Contract Firedoor Corporation, Miami, FL

May 2004 – May 2006

Managed turnaround of 3 plants and a distribution center in manufacture of

custom metal hollow metal doors and frames during restructuring of company.

80 indirect/7direct reports, 135,000 sq. ft., $14M.

End of contract. Company sold after becoming viable.

306% throughput increase, from 68 to 208 units per day.

20% overtime reduction, from 29% to 9%.

Full P&L responsibility. Took company from losing 175K/mo to earning

60K/mo.in 6 months.

Cross-training implemented to rotate personnel through jobs for ergonomics

& productivity.

Introduced lean manufacturing elements: 5S, one piece flow, SMED/quick

changeover.

Brought facility up to code from previous OSHA citations.

Hired by and reported to CEO.

Manufacturing Manager Square D Company, Seneca, SC

June 2000 – May 2004

Managed 6 departments in 24/7 operation of two facilities for fabrication and

assembly of electrical gear and parts for internal/external customers. 240

indirect/13 direct reports, 400,000 sq. ft., $250M.

Company downsizing, closing, consolidating and moving facilities.

98% on-time delivery rate in build to order products, up from 84%.

87% machine & equipment uptime rate, up from 65%.

59% reduction in DPM - defects per million parts, from 5900 to 2400 (under

0.25%).

40% fabrication department cycle time reduction, from 7 days to 4.2.

27% increase in productivity, from 33 to 42 parts per labor-hour.

Budget, capacity, staffing and capital equipment planning.

Participation in Product Development Committee, addressing manufacturing

capabilities.

Lean instituted: cellular manufacturing, JIT, pull-system, one-piece flow, FIFO,

kanban, 5S, SMED.

Started effective training / cross-training program for over 150 fabrication

employees.

Captured and implemented BEST Practices throughout all the manufacturing

processes.

Member of Power Management Organization.

Improved Employee Suggestion Program.

Team Leader ITT Automotive (now Continental-Teves), Morganton, NC

June 1992 – June 2000

Team Leader at Tier 1 automotive supplier of anti-lock brake systems. New

startup facility. Promotions from Maintenance Technician, to Lead Technician, on

to Team Leader, then to Quality Test Engineer in the Engineering Specifications

Testing Laboratory. 42 direct reports, 200,000 sq. ft., $150M.

Company sold, laid off, severance package.

Frequently set records in production throughput and quality, raising

standards.

Lean utilized: Kanban, poka-yoke, kanban, pull system, demand flow

technology, SPC, FMEA

Reorganized assembly work stations for ergonomics and reduced labor

requirements.

Contributed to improvements in anti-lock braking performance from testing

research & development.

Participated in engineering, manufacturability, and testing, for development

of new products.

Firecontrolman United States Navy, Norfolk, VA

October 1984 – March 1992

Coded technician on Vulcan Phalanx Close-In-Weapon-System, NEC 1120 &

1121. Advanced electronics plus electrical, hydraulic, pneumatic and mechanical

troubleshooting/repair. Served aboard USS Iwo Jima and USS Dwight D.

Eisenhower, carriers. Honorable discharge.

SKILLS

Manufacturing, management, lean, team-building, continuous improvement,

operations, production, safety, quality systems, environmental, maintenance,

facilities, budget/P&L, staffing, capacity planning, capital equipment justification,

scheduling, coaching, advanced manufacturing, service, metal fabrication, parts

assembly, machining, engineering, technical, electromechanical troubleshooting

& repair, robotics & automation, electrical, mechanical, 480V power controls,

pneumatics, hydraulics, automated and manual machinery, barcoders, PLC’s,

line moves, equipment specification & installations, procurement, purchasing,

paint systems, product development, research, testing, packaging, procurement,

shipping/receiving, material moving equipment, warehousing, metrics/KPI

development, interface with sales and customer service, new startups, additions,

change, administration, training, hiring/firing, employee development, career

planning, union and non-union, writing and enforcing

rules/regulations/policies/procedures, computer literate, Microsoft Office, AS400,

other.

EDUCATION

MIT Massachusetts Institute of Technology Sloan School of Management,

Economic Analysis for Business Decisions, Graduate-level MITOpenCourseWare

Summer 2009

MBA Business Admin. Manufacturing Operations focus, 3.3 GPA, Columbus

University 1999

BA Liberal Arts, 3.3 GPA, Navy Campus Program, Norfolk, VA 1992

AS Electronics Technology, 3.5 GPA, Navy Campus Program, Norfolk, VA 1990

Diploma Microcomputer Systems Technology, 3.9 GPA, Caldwell Community

College

& Technical Institute, Hudson, NC. Certification in Microsoft Office included in

program 1996

Organizational Leadership Coaching Certification VisionOne Coaching &

Consulting 2009

Certified Professional Behavioral Analyst TTI DISC Exam 2009

Certified Professional Values Analyst TTI Personal Interests Attitudes Values

Exam 2009

Trimetrix Benchmarking Certification TTI 2009

Naval Guided Missiles “C” School Advanced electronics, 8 mos., Dam Neck,

VA 1990

Navy Electrical & Electronics “A” School 6 mos., Great Lakes, IL 1987

SCMEP LEAN Certifications: 5S, Kaizen, Value Stream Mapping, Quick

Changeover, Kanban

BBS Behavioral Based Safety (similar to STOP DuPont Safety Training

Observations Program)

HAZOP Process Hazard Analysis / Hazard and Operability Analysis 2006

JSA Job Safety Analysis 2008

SkillSoft Continuing Education 13 Continuous Improvement course

completions 2009

OSHA Rigging, forklift, electrical safety, general contractor, industrial safety

2004

OTHER

Legionnaire American Legion Post 64, Gretna, LA.

Personal Status Married, one child at home.

Hobbies/Interests Walking, mountain biking, photography, car shows,

museums, nature and wildlife.

CONCLUSION

“A” Player being one that fully understands how to optimize ROI, Cash Flow

and Net Profit; instrumental in driving the manufacturing contribution by

increasing Throughput, reducing Inventory and lowering Operational

Expenses.

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