Sales Manager

John L Lang

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

Quincy, IL *****

Home: 217-***-****

Cell: 217-***-****

Email: ****.*******@*****.***

SUMMARY Senior operations leader with 22 years experience in original

equipment manufacturing and service. Results driven change

agent with an excellent track record engaging employees,

improving customer service, and increasing profit margins

with Lean continuous improvement programs.

PROFESSIONAL EXPERIENCE

June 2004 QUINCY COMPRESSOR Quincy,

Illinois

to Sept 2009 Quincy Compressor is a $170M division of EnPro Industries

that manufactures rotary screw and reciprocating air

compressors.

June 2008 Vice President Sales

to Sept 2009 Developmental role responsible for global rotary screw and

reciprocating compressor sales excluding mainland China.

Accomplishments:

. Upgraded talent in key geographic territories and

established new expectations for sales force.

. Filled gaps in international product offerings and set

regional pricing policies.

. Implemented distributor evaluation and account planning

standards.

. Increased market share 3% in one segment leveraging the

release of a new product model line.

. Improved overall rotary screw market share 1% point in

North America.

June 2004 Vice President Operations

to June 2008 Senior site executive responsible for manufacturing,

product engineering, materials, inside sales, human

resources, and finance. Responsible for reciprocating

product line P&L with $50 million in sales and 200 employees.

Production workforce represented by the IAM.

Accomplishments:

. Accelerated Lean program by setting SQDC metrics through

work cell level, value stream mapping, 6S, standard work,

Kaizen events, teaching abnormality management, and

employee engagement.

. Established product line flow from cellular component

manufacturing through final assembly with a make to order

pull system.

. Upgraded technology for core components and outsourced

noncore components.

. Developed team environment in HPWO partnership with the

IAM.

. Received Illinois small business Employer of the Year award

in 2008.

. Facility achieved record safety level; reduced warranty

cost 40%, improved on time delivery from 82% to 95%, and

increased return on sales form 8.4% to 15%.

May 2001 BROWN MACHINE, LLC Beaverton,

Michigan

to June 2004 Brown Machine is a $30 million worldwide supplier of

thermoforming machinery, tooling, and service.

Vice President Manufacturing

Responsible for all aspects of manufacturing from order entry through

shipment including materials, production, quality assurance,

continuous improvement, facilities, shipping, and receiving.

Accomplishments:

. Effectively established trust, built a case for change, and

launched improvement programs in warranty, cycle time

reduction, material cost, and value engineering targeting

5% COGS annually.

. Trained and empowered a first line management team to drive

performance improvement and organized into product lines to

focus more effectively on customer requirements.

. Implemented company scorecard to measure and communicate

progress.

. Ramped up capacity from $30 million to $45 million and

introduced new thermoformer for automotive gas tank

manufacturing.

. Company improved on time delivery from 72% to 90%, reduced

warranty from 5% to 2.5% of sales, reduced cycle time 40%,

and increased EBITDA 300%.

August 1990 SIEMENS WESTINGHOUSE POWER CORP Orlando, Florida

to May 2001 SWPC was a $2.5 billion global provider of power generation

products and services. The company was part of Siemens

Energy established when Siemens acquired the Westinghouse

Power Generation Business Unit in 1998.

March 1998 Manager, Combustion Turbine Operations

Hamilton, Ontario

to May 2001 Senior site executive responsible for manufacturing, product

engineering, materials, human resources and finance. The

plant manufactures and services large gas and steam turbines

with sales of $550 million and 850 employees. Production

workforce represented by the Canadian Auto Workers Union.

Accomplishments:

. Introduced plant performance metrics, monthly operations

reviews, and a strategic planning process.

. Started Continuous Improvement group to coordinate and

facilitate all improvement projects.

. Developed leadership competency model and hired key

managers to drive new performance culture.

. Implemented 5S, flow, visual management, and TPM programs

in machining and assembly.

. Increased output from 14 large gas turbines in 1998 to 60

in 2001.

. Plant achieved 20% productivity increase, 35% reduction in

labor cost per turbine, and a 60% cycle time reduction.

. Introduced prototype, industry leading 230MW gas turbine

and transitioned to full production.

April 1996 Plant Manager Fort Payne,

Alabama

to March 1998 Senior site executive responsible for manufacturing,

product engineering, human resources, materials, and finance.

Plant manufactured components for large electrical

generators with $55 million in sales and 150 employees.

Accomplishments:

. Coached self directed teams to manage cost reduction,

quality, productivity, shop supplies, and overtime.

. Maintained product cost through a 35% reduction in volume

when the corporation outsourced the air cooled generator

product line.

. Organized improvement efforts within work teams through

monthly operations reviews to reduce product cost 40%,

reduce rework 35%, reach 97% on time delivery, and triple

inventory turns to 12.

. Special assignment leading a team to reduce indirect

material purchases across the business unit. The effort

yielded 12% savings over three years.

March 1995 Stator Coil Product Line Manager Fort

Payne, Alabama

to March 1996 Responsible for cost, quality, and delivery of generator

stator coils. One of six functional managers reporting to

the Plant Manager. Product Line had sales of $35 million and

105 employees.

Accomplishments:

. Transferred to the plant at a time when delivery, cost, and

quality of products were negatively impacting assembly

plants in Charlotte and Pensacola.

. Balanced the line and aligned planning for resources,

material, and information with demand at the bottleneck.

Significantly increased volume while allowing attrition to

reduce manpower.

. Resolved two key quality issues that reduced rework from $1

million in 1994 to $300K in 1996 and eliminated rework and

delays at assembly plants.

. Maintained 100% on time delivery for stator coils and

reduced cycle time from 12 weeks to 6 weeks per order.

August 1990 Assistance Product Line Manager, Turbine & Generator Plant

Charlotte, NC

to March 1995 Production Supervisor

Manufacturing Engineer

Held positions of increasing responsibility in steam turbine and

generator manufacturing and service. The plant manufactures

large steam turbines and generators with $200 million in

sales, 700 employees, and 500,000 square feet of

manufacturing space.

August 1989 DUKE POWER COMPANY Clover, SC

to August 1990 Catawba Nuclear Station

Performance Engineer

Responsible for performance testing of reactor coolant and

emergency cooling systems in a 2280 megawatt nuclear power

plant. The objective was to verify system performance levels

specified in the Final Safety Analysis.

July 1987 PRATT & WHITNEY GOVT ENGINE BUSINESS West Palm

Beach, FL

to August 1989 Pratt & Whitney's government engine design, manufacturing,

and test facility.

Analytical Engineer

Designed gas turbine blades and vanes for military fighter

aircraft. Extensive optical pyrometry and test stand

experience. Served as Program Manager for Navy High Work Low

Pressure Turbine Development Program.

Sept 1982 WESTINGHOUSE ELECTRIC CORPORATION Orlando, FL

to July 1987 Westinghouse Power Generation and Nuclear Fuel Divisions

Manufacturing Engineer, Steam Turbine Product Line Charlotte, NC

Chemistry Laboratory Technician, Nuclear Fuel Plant

Columbia, SC

EDUCATION

Bachelor of Science, Mechanical Engineering, December 1985

University of South Carolina

Columbia, South Carolina

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