Manager Manufacturing

Michael A. McGovern

***** **** ******, *****, ** 68136

Telephone: 402-***-**** . E-mail: abm3w4@r.postjobfree.com

PRESIDENT / CHIEF OPERATING OFFICER / VP - OPERATIONS

Manufacturing Operations Leader Experienced with Team Development,

Performance, Process and Profit Improvement. Proven ability to Learn New

Products, Processes and Customer Base while achieving Best in Class

Performance.

TOP SKILLS:

Plant P&L Responsibility Quality & Performance Improvement

International Experience Manufacturing Excellence Leader

Manufacturing & Facilities Eng Multi-Site Mfg

Operations Contract Negotiations Implementation of Lean

Mfg Product Development & Launch Environmental / Health &

Safety Sales & Marketing Team

Development & Leadership

DISTINCTIVE VALUE PROPOSITION:

. High-Energy, Organizational Leader. Implements controls and develops

accurate measurement and reporting techniques that impact virtually

all core operating functions. Achieves commitment from the shop floor

to the top floor to effectively analyze practices and develop solution-

based, strategic action plans. Benefit: Demonstrated success in

building, turning around/optimizing a company's fundamental

infrastructure, technologies, processes, and measurement systems to

increase revenues and improve bottom-line.

. Process Improvement Expertise. Utilizes manufacturing and management

processes including Lean Manufacturing, Kaizen, Six Sigma, 5S, TQM,

Total Productive Maintenance, and Total Employee Involvement, as well

as critical measurements to achieve throughput and quality

improvement. Benefit: Conveys value proposition and gains buy-in from

cross-functional groups for the implementation of manufacturing

systems to provide total material controls, minimize inventories,

reduce costs in high volume production lines and increase

productivity, while satisfying customer demands.

. Team Management / Performance Optimization. Develops appropriate

skills training and instills best practices to create highly

motivated, customer-driven and performance-oriented teams. Benefit:

Ability to tap the experience of all team members, gaining output from

a collaborative effort, a process appropriate for both ongoing and

temporary work efforts.

. Strategic, Process-Oriented Problem Solver. Strong conceptual,

business analysis and crisis management skills with the ability to

implement solutions to non-traditional business challenges and thrive

in intense and demanding environments. Benefit: Brings a sense of

urgency to drive positive organizational change, process redesign,

quality improvement, and best practices.

PROFESSIONAL EXPERIENCE AND ACCOMPLISHMENTS:

Plastilite Corporation, Omaha, NE (2005 to Present)

Chief Operating Officer / Board Director

Key Contributions as Chief Operating Officer:

Expanded multi site responsibility to further develop and expand areas of

Manufacturing Operations Excellence. Direct reports include positions of

Plant Manager, Engineers, Sales and Marketing, and Product Manager /

Product Development.

Senior operations leader with multi site operations responsibilities

serving the Life Science and Industrial markets. Responsibilities included

organizational restructuring, development and implementation of

Manufacturing Excellence, full P&L responsibility, Human Resource,

Environmental compliance, Health & Safety and development of operating

group centers of excellence.

Michael A. McGovern - Page 2 of 3

Led turnaround/improvement plan and operations focus to improve customer

service, quality, profitability, and growth. Required (1) definition of

process capabilities, management skill sets and talents, opportunities to

improve profit, and creation/leading of action plans to achieve significant

improvement targets and (2) creating a disciplined approach to

manufacturing operations to achieve immediate improvements and to serve as

a bridge from short term gains to long term sustainability.

. Achieved immediate performance objectives for Operations.

Implemented lean manufacturing and focused on manufacturing excellence

and profitability. Restructuring achieved and significant results

achieved quickly. Key results:

. Initiated training and development programs.

. Reduced scrap 40% ($300,000).

. Improved first time throughput 15%.

. Reduced Work In Process 58% ($400,000).

. Reduced Dock-to-Dock times by 60%.

. Reduced labor cost in key areas 35%.

. Instilled a sense of accountability and workplace "ownership" for

staff and operator team. Standardized the operation training process,

which significantly improved productivity, equipment uptime, quality

performance, and eliminated rework by increasing first time

throughput.

Hill-Rom (Hillenbrand Industries), Batesville, IN (2001 to 2005)

Regional Director of Operations - Minnesota and Wisconsin

Key Contributions as Regional Director of Operations:

Senior operating leader with division-wide responsibility for the planning,

staffing, technology, assets and management of ten manufacturing facilities

producing and servicing medical equipment and power systems. 50 employees.

Led company's third operating group to provide centralized direction and

focus to four disparate plants operating independently of each other and to

plan and implement immediate process improvement to support rapid growth

phase and sustain future expansion. Required (1) defining and creating

unified manufacturing processes and standards for process development,

quality improvement, best practice operations, and improved customer

service, and (2) measuring processes and operations from a P&L viewpoint

and the impact to the bottom line.

. Achieved/surpassed all performance objectives for Service Division.

Accomplished through implementation of lean manufacturing principles

with metric development, Kaizen events, TPM, 5S, and Champion

training within each facility. Highly successful, structured

approach was adapted and implemented across other US facilities. Key

results:

. Doubled manufacturing capability, resulting in $15 million in

revenue growth in 18 months.

. Improved throughput 48%, accelerated cycle times 36%, and enhanced

product performance 15%.

. Reduced Work In Process 44% ($12 million).

. Reduced Dock-to-Dock times of 54%.

. Led capture of $8 million sales/service contract with Fortune 500

customer. Interfaced directly with customer, delivering

presentations and gaining buy-in for plant's ability to meet

capacity, process and quality requirements.

. Completed first phase of $2 million capital improvement project. Led

plant conversion for Midwest facility to transition the operation

from an generic manufacturing facility to an industrial streamline

Medical profit center.

Key Contributions as Regional Director of Operations:

Directed operations for 2 divisions (Rental/Service and Capital) with four

facilities in Minnesota and six in Wisconsin. Operations comprised of

medical manufacturing plant, distribution center, and strategic service

centers. Scope of responsibility included human resources, quality

control, finance, Environmental, manufacturing, process and facility

engineering. 800 employees.

Led regionalization of four cross-divisional plants with disconnected

management teams and processes, as well as resolving legacy issues between

management and union groups. Additionally, the Minneapolis Medical

facility was experiencing (1) chronic Environmental compliance issues, and

(2) severe Health & Safety issues with a large number of accident

occurrences.

Michael A. McGovern - Page 3 of 3

. Led a series of productivity, quality and safety improvement programs.

Served as a change catalyst for all operations and defined a roadmap

for improvement, including (1) identifying customer and process

requirements, (2) creating key performance and control measurements,

and (3) training teams on safety, lean manufacturing practices, and

overall process change. Key results:

. Reduced recordable injuries at service operation 50% for three

consecutive years.

. Increased first time yields of Performance In Maintenance (PIM)

operations 58%.

. Reduced inventory 84% ($1.6 million) and labor costs 34% ($2

million) at service operation.

. Doubled production in key plant, while improving quality 42%, and

reducing scrap by 59%.

. Eliminated $1.2 million in environmental fines.

. Led turn around of under-performing plant. Transformed service

operation from chronic environmental, safety, and cost challenges to

company-leading plant with top ranking in environmental assurance and

well-defined safety processes, operating at the lowest cost.

WATLOW CONTROLS Winona, MN (1996 to 2001)

Business Manager (Systems Division)

Key Contributions as Business Manager:

Full P&L and management responsibility for high volume production

facility, including all planning, operating, staffing, budgeting and

customer management programs for an operation with 145 employees.

Led (1) developing and implementing improvement plans across all core

aspects of the operation to increase throughput, improve product quality,

and (2) conversion of the plant to a 24/7 operation to support capacity

increase.

. Delivered significant improvements. Accomplished through (1)

redefining performance standards and job functions for all operators

and staff, (2) establishing key measurements for process times and

inventory requirements, and (3) establishing lean manufacturing

practices. Key results:

. Achieved inventory reductions of 58% ($250,000).

. Achieved ISO certification for manufacturing.

. Successfully converted facility for agency approval.

ATHENA CONTROLS INC. Plymouth Meeting, PA (1990 to 1996)

Product Manager

Key Contributions as Product Manager:

Recruited to direct all manufacturing and facility operations, including

development of short and long-term (three-year) strategic plans, and

training for teambuilding, process training, and process development.

. Successfully converted all manufactured products for UL, CSA and FM

agency testing approval.

. Team leader for technical support for the International market.

. Corporate trainer to assess company-wide developmental needs to drive

training initiatives.

EDUCATION / PROFESSIONAL DEVELOPMENT:

MBA - International Business, St. Mary's University of Minnesota, Winona,

MN (2003)

BS - Electrical Engineering, Temple University, Philadelphia, PA (1990)

AS - Information Technology, Bucks County College, Newtown, PA (1986)

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