Customer Service Sales

Michael T. Chapman

**** ***** ***** ( Ellicott City, MD 21043 ( Cell: 443-***-**** (

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

Project / Production Management Professional

MBA in Project Management

Highly accomplished, energetic project and operations management

professional with extensive experience leading operations to achieve

unprecedented results in profitability, project efficiency, and employee

morale. Expertise in managing key relationships, process improvement

initiatives, and strategic and long-range planning. Collaborative and hands-

on team leader with ability to coach and motivate teams to exceed

organizational objectives. Demonstrates professional expertise and sustains

a professional growth strategy.

Operations Management ( OSHA ( 6 Sigma Greenbelt ( Recruiting & Hiring

MBA - Project Management ( MS-Project ( Report Generation ( Staff

Management ( Vendor Relations

Operational Streamlining ( Process Reengineering ( Presentations (

Financial Management

Communications ( Contract Negotiations ( Cost Control & Avoidance ( Change

Management

PROFESSIONAL EXPERIENCE

CLARIANT, Milford, DE ( 2008-2009

Specialty chemicals, dyes, colorants, and performance chemicals with $8B in

annual revenue.

Production Manager

Joined organization to oversee projects driving environmental health and

safety (EHS), operational efficiencies, and production growth with a $375K

per month budget. Orchestrated on-time completion of projects and daily

production while leading quality assurance and providing senior management

reporting.

. Played a significant role in coordinating highly visible activities

across projects and production levels by overseeing pigment, carbon-

black, and compounding twin screw extruder projects.

. Led completion of key projects by managing all production, recruiting

personnel, and scheduling resources to meet established deadlines.

ADELL PLASTICS, Baltimore, MD ( 2004-2008

Focused on plastics compounding with 3 plants and $60M in annual revenue.

Plant Superintendent

Hired to lead projects across 6 twin screw production lines for plastic

compounding extruding. Spearheaded all production, scheduling, and safety

issues with a $500K per month budget. Supervised 5 direct report employees

and 60 union employees.

. Saved 5% in lost product and reweighing time as a result of leading a

project to automate consistent container weight across weighing

stations.

. Improved shipping packaging 15% by managing a new silo loading/unloading

project for raw materials.

. Reduced downtime 20% through a project that established new product-

making processes.

. Improved personnel productivity by launching new training program.

. Managed plant inventory and made accounting adjustments for monthly cost

accounting and accuracy.

. Handled all union grievance meetings and worked with senior union

officials to ensure smooth employee operations in the plant

. Worked with the maintenance manager on scheduling equipment for repair

and on the plant annual shutdown for maintenance

Michael T. Chapman ( Page 2

W.R. GRACE, Baltimore, MD ( 1992-2003

Operated in 40 countries offering specialty chemicals and chemical

products. $3.3B in annual revenues.

Plant Superintendent (2001-2003)

Led a team of management professionals in operating the Silica's and

Adsorbents facilities at the Curtis Bay site of W.R. Grace. Directly

responsible for 7 unit operations, 60 union and 8 salaried employees.

. Implemented a safety stand down day after a series of incidents in the

plant; reduced union grievances and defused issues after reducing safety

issues by 85% thereafter.

. Analyzed manufacturing data and created insightful reports for senior

management using Microsoft Excel and PowerPoint; analyzed staffing

levels for the plant and saved the company thousands of dollars by

shutting down the plant when necessary. Created new product budgets in

SAP.

. Managed over $10 million worth of projects, including a catalyst plant

start-up, a bio-reactor start-up, and the addition of 2 new wash-pots,

increased production over 300% on a major catalyst project.

. Achieved a product line inventory reduction of 10% by interacting with

sales and logistics to control inventory.

. Negotiated changes in the union work procedures that allowed one

operator to run two jobs at the same time, helping the company to save

thousands of dollars in overtime.

Customer Service Manager (1998-2001)

Promoted to lead western hemisphere customer service projects and

operations for the silicas product line. Personally tasked with supporting

sales staff, addressing customer complaints, and tracking sales data for

North/South/Central America, Mexico, and Canada. Managed a $60K per month

budget with 12 direct reports.

. Improved internal operations by overseeing projects that integrated new

product line and implemented SAP for the call center.

. Ensured all product was produced and shipped on-time working in

coordination with Director of Sales, Vice President of Product Line,

credit department, and manufacturing personnel.

. Improved customer service and special project handling by partnering

with IT department to automate telephone services and interacting

closely with inside sales staff.

. Prepared individuals for advancement and new challenges by coaching,

mentoring and development in areas of need.

. Collaborated with the Director of Sales to implement pricing strategy

for all products.

. Handled all customer complaints with the appropriate customer service

representative.

Process Supervisor (1992-1998)

Chosen to lead projects focused on improving operations and/or reducing

costs/expenses. Independently managed union issues and EHS compliance while

being held accountable for monthly financial reporting, including a $365K

monthly budget. Supervised 4 direct reports.

. Increased production capacity 22% and 35% through installation of new

equipment and additional facility space respectively.

. Reduced ammonia waste 50% as a result of introducing a new bio-reactor.

. Saved more than $40K per month by controlling maintenance costs.

. Responsible for the monthly safety meeting and for implementing safety

changes in the plant.

. Directed production that helped the telephone companies repair cables

after September 11, 2001, ensuring production was successful and all

product was shipped on time.

. Achieved a product line inventory reduction of 10% by interacting with

sales and logistics to control production.

. Introduced a Honeywell Distributed Control computer system to the plant

which allowed the plant to become more automated; developed spreadsheets

using Microsoft Excel to track production; used SAP software to do month-

end accounting and inventory reconciliation for variance analysis;

demonstrated how to use the accounting software to just-hired employees.

Michael T. Chapman ( Page 3

EDUCATION

MBA in Project Management

AIU - Hoffman Estates, Illinois

B.S. in Biology

Wright State University, Dayton, OH

PROFESSIONAL DEVELOPMENT

Frontline Leadership, Total Quality Management,

Statistical Process Control, Six-Sigma Greenbelt, SAP, MS Office

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