WM. GREGG MYNHIER

Spokane, WA *****

Phone: 509-***-****

e-mail: abm62s@r.postjobfree.com

Improving operations to enhance profitability

GENERAL MANAGER

Nott-Atwater Company, a division of LTI Flexible Products, Spokane, WA

October 2007 - Present

Nott-Atwater is a 104-year old manufacturer of flexible products. The

company provides parts and services to a wide range of customers including

automotive and specialty manufacturers through discrete orders and just-in-

time partnerships. Other services include packaging, kitting, assembly,

and prototyping. I joined the company following its acquisition and was

challenged to lead improvements in efficiency, operations, safety, quality,

and customer service.

Improvements in those areas resulted in 2008 profits increasing by 33% on a

sales increase of six percent. Other specific improvements include

reducing direct labor from 14% of sales to 10% of sales, improved on-time

shipping percentage from less than 50% to exceeding 95%, and reducing total

expenses by 17%.

Particular improvements have been made in the quoting of new work and the

management of raw material. Quoting now uses standard forms, has improved

peer review, and uses standard methods, resulting in consistent and

profitable quotes. The company's warehouse held raw material for parts

made during the past many years, without regard for sales quantity. We

developed a stocking program to maintain 200 raw material line items,

supporting the top 80% of sales, and to eliminate stocks of the other 1,100

line items. We simultaneously have developed supplier relationships to

reduce bulk raw material costs and ensure ready availability of non-stocked

items.

Other improvements include:

. Developing and implementing a new safety program emphasizing employee

participation

. Implementing a standards based quality system, working toward TS-16949

(Automotive Quality System) certification

. Beginning implementation of a lean manufacturing program, focusing

initially on 5S

. Upgrading the preventive maintenance program

. Reducing cost by implementing a policy of shipping +/- 10% and

discarding material remnants

. Reinvigorating a lapsed process improvement program

NORTHWEST REGIONAL OPERATIONS MANAGER

Metal Sales Manufacturing Corporation, Seattle and Spokane, WA June

2006- August 2007

Recruited to join the Seattle Branch of North America's largest privately

held roofing and wall panel roll-forming company. Success in improving

Seattle operations resulted in my promotion to a newly created Northwest

Regional Operations Manager position where I managed both the Seattle

facility and the Spokane facility. The two plants have a combined

territory exceeding 500,000 square miles and combined revenues exceeding

28M per year. I was the only Operations Manager in a company with nineteen

facilities to have profit and loss responsibility for two facilities

Poor operations and customer service in Seattle resulted in a $365,000 loss

(on sales of $8M) in the twelve months before my arrival. I implemented 5S

and a new safety program. These, along with improving operator training

and implementing new setup procedures, reduced scrap by 70%, from 2.5% of

production to less than 0.75%.

Eliminated over $80,000 of trim inventory. After evaluating the available

trim manufacturing capacity I found that inventory could be eliminated and

customer lead times and delivery dates would still be met. We implemented

cellular manufacturing and order responsiveness improved; including cutting

turnaround on intra-company stock orders from weeks to days.

Customer responsiveness was a key competitive issue in the Seattle market.

Initially all production was accomplished to a set schedule, to reduce the

number of changeovers each week. Additionally, deliveries were

accomplished by a set truck-route schedule. These two inflexible policies

caused some customer orders to be unnecessarily delayed for a week or more.

A flexible production schedule was implemented and a flexible truck route

schedule was also put in place. These changes enabled the facility to

provide 48-hour service and to offer 24-hour service when requested. On-

time deliveries improved to exceed 98%.

During the twelve months after my arrival, though Seattle sales dropped by

9% (to $7.3M), losses were cut by 66%, from $365,000 to $125,000.

Other improvements include:

. Reduced changeover times by 30% by improving training and operator

proficiency

. Eliminated $100,000 in inventory by shifting it to consignment

. Eliminated seasonal employees by improving operator efficiency

. Improved production flow through facility layout improvements

OPERATIONS MANAGER

Technology Development and Fabrication Center, Parsons Corporation, Pasco,

WA June 2004 to June 2006

Recruited to bring operations and financial stability to a world-class

research, design, and fabrication facility where the last project before my

arrival had an almost 100% cost overrun.

Managing budget, schedule, and support for a $100M per year facility.

Projects include design and development of unique chemical process

equipment, radiological remediation equipment and other automated process

applications. Maintained and improved facility capability while supporting

successful completion of multiple projects each year.

. Instituted a Project Controls department to provide in-house

estimating, scheduling, and cost tracking services

. Upgraded the Safety Department and implemented a program resulting in

attaining OSHA Voluntary Protection Plan - Star (VPP-Star) status

. Improved the Quality Assurance Department to provide ISO-9000:2000 and

NQA-1 services, attained certification for ASME Division I and

Division II U, PP, and R stamps

. Coordinated and approved business development efforts and preparation

of bids and proposals (approximately 240 proposals per year)

. Facilitated doubling of physical plant size with the addition of

machining capability with over 50 machine tools, and the addition of a

second labor union

. Managed Financial Services, Procurement, Contracting, and Warehousing

services until expansion enabled the hiring of a Business Services

Manager

SITE MANAGER

Science Applications International Corporation, Branch Office in Pine

Bluff, AR 1998 to 2004

Site Manager providing integration support for the Non-Stockpile Chemical

Disposal Program Field Office. Coordinated Safety, Project Controls,

Environmental Permitting, Public Outreach, Engineering support, and Project

Management support for projects with budgets totaling $268M. Projects

included, ton container disposal, recovered chemical weapons assessment,

disposal of binary weapons precursor chemicals, disposal of recovered

chemical weapons, and demolition of former chemical weapons production

facilities.

. Facilitated design and construction of two facilities for chemical

demilitarization, one able to contain potential emissions, the other

supporting a one-of-a-kind self-contained walk-in stainless steel

system for assessment of chemical weapons

. Coordinated preparation of Environmental Assessments and related

documents all projects

. Coordinated support for demolition of former production facilities,

over 20 buildings and supporting infrastructure returned to green

field status

. Prepared or reviewed all safety plans and operating procedures for

work with chemical agent

. Supervised preparation and maintenance of schedule and cost

information for all projects

. Prepared briefing material for presentation to the public and for

presentation to and by senior government officials

MANAGER, ENGINEERING AND QUALITY ASSURANCE

Wheeling Machine Products, Inc., Pine Bluff, AR 1997 to 1998

Department Head for an ISO-9000 certified manufacturing firm. Using CNC

lathes and custom production equipment the company provided a full range of

types and sizes of pipe couplings to the oil industry (OCTB). Managed

inspection division and the calibration laboratory, and developed and

approved solutions to quality related issues. Supervised engineers and

development of engineering solutions and programming for CNC production

equipment. Managed environmental compliance.

. Upgraded quality program reducing defect rate from one percent to less

than one in ten thousand

. Implemented ASNT-TC-1A compliant non-destructive testing program

. Implemented strategic planning for the company, providing improved

business processes

. Responsible for evaluation of company performance and new business

opportunities

. Member of American Petroleum Institute technical committees on pipe

couplings and threads

US NAVY

QUALITY MANAGER-- US Department of Energy, Puget Sound Naval Shipyard,

Bremerton, WA 1992 to 1997

United States Navy Limited Duty Officer, working for the United States

Department of Energy, Division of Naval Reactors. Worked directly with

senior Navy and civilian managers to ensure nuclear maintenance on warships

was completed correctly, safely, and within budget and schedule

constraints. Supervised all quality assurance groups, nuclear and

conventional, in the Shipyard including welding, quality auditing,

nondestructive testing, engineering quality assurance, procedure

preparation, and process improvement.

PROJECT MANAGER --US Department of Energy, Portsmouth, Naval Shipyard,

Kittery, ME 1988 to 1992

United States Navy Limited Duty Officer, working for the United States

Department of Energy, Division of Naval Reactors. Project Manager for

three $100M new concept submarine overhauls and for the unique nuclear

refueling overhaul of research vessel Submarine NR-1. Supervised all

aspects of nuclear propulsion plant overhaul, from initial planning through

final critical testing. All projects were completed on time and within

budget.

ENLISTED NUCLEAR PROPULSION PLANT OPERATOR 1975 to 1988

Aboard USS Simon Bolivar (SSBN 641), USS Florida (SSBN 728), and at Nuclear

Power Training Unit, Windsor, CT. Navy Chief Electronics Technician,

Supervisory Propulsion Plant Operator, Nuclear Prototype Instructor,

Qualified as Engineering Officer of the Watch and Engineering Watch

Supervisor. Stood watches as Engineering Officer of the Watch and

Engineering Duty Officer at nuclear prototype during refueling overhaul.

Leading Crew Chief for a shift crew at nuclear prototype during refueling

overhaul. Reactor Control Division Leading Chief Petty Officer and

Engineering Department Training Officer aboard Florida.

EDUCATION:

Master of Business Administration, City University, Seattle - 2001

Bachelor of Science, Business Administration, City University, Seattle -

1995

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