Daryl L. Mayes

Ringgold, Georgia *****

423-***-**** (Cell) 706-***-****

aby7ds@r.postjobfree.com

EXPERIENCE:

Mohawk Industries, Dalton, Georgia

PROCESS ENGINEER (2012 - Current)

. Use JD Edwards Plant maintenance to maintain preventive maintenance

schedules for equipment.

. Lead six sigma project activities to identify process improvement

activities to improve operation efficiency in extrusion plants. Reduce

fiber waste and machine downtime by changing the process settings,

training, maintenance, and upgrading equipment.

. Use WMS database for data tracking of breaks, color changes, pack life,

waste, and analysis in extrusion to achieve maximum efficiency. Weekly

updates of extrusion equipment yields, changes, uptimes, colors and

overall equipment effectiveness.

Beaulieu Group, Dalton, Georgia

SENIOR INDUSTRIAL ENGINEER (2005 - 2011)

. Identify process improvement projects and cost savings opportunities at

the distribution center location. Provide project leadership and

facilitate Kaizens on numerous cost savings teams including: installing

scanner system and RFID on conveyor system, tube wrap consolidation,

change product flow through warehouse, install new dock plates, dock

doors, jumbo rolls project, replace heaters in building one, implement

cross docking, UPS and sample rolls consolidation, runners and anti

fatigue rolls, etc. Conduct analysis of warehouse to achieve productivity

increases including specification for a Warehouse Management System (WMS)

and Transportation Management System TMS).

. Track, modify, and update engineered standards including packaging

materials and labor standards in cost system.

. Provide engineering support for the distribution plant manager and

trucking manager and his staff. Data retrieval from the AS400 system for

tracking and standardizing of trucking and outside warehousing. Locating,

analyzing special equipment needs and track testing of equipment or

programs. Recommend capital expenditures, process improvement changes,

and plant yearly budget development and Capital request package. Perform

economic justification and analysis to calculate Return on Investment

(ROI).

. Facilitator for the BLAST (Beaulieu Leadership and Success Training)

training classes. Leading and teaching on the High Performance Work

Place. Facilitate two modules in BLAST. Continuous Improvement and High

Expectations. Facilitate the Flying Starship module for BLAST. Provide

leadership to process improvement teams and implement the BLAST

principles across management and hourly employees.

. Training in Green Belt and lead the plant in Lean Manufacturing and Six

Sigma techniques.

UCAR Carbon Company, Columbia, Tennessee

PROCESS MANAGER RAW MATERIALS (2004 - 2005)

. Manage, coordinate, and track the receiving and usage of raw materials

for plant site. This involves communication with different department

managers on materials needs and timing of delivery of materials.

. Direct supervision of the raw materials team.

. Communicating and tracking the delivery (truck, rail car, etc of

materials from vendors to plant.

PROCESS MANAGER / PROJECT ENGINEER (2003 - 2004)

. Manage and direct the Preventive Maintenance program for the plant site.

This involves developing process improvement teams and setting direction

for the teams. Maintaining / updating daily list of items that need P.M.

and history list. Checking critical equipment items like pressure

vessels, electrical breakers, building cranes, etc... and maintain

correct license.

. Projects to identify cost savings and improvement ideas. Upgrade

electrical system on building crane. Apply new material to furnaces walls

to reduce labor and cost of brick replacement. Move grinding room to use

labor more efficiency. Upgrade and repair equipment (large turndown, gray

planner). Lead project activities for other process managers (repair

building roof, ergonomic counter balance).

. Member of the plant management team and facilitate the reviews of safety

items, accident investigations, update safety manual, update standard job

procedures, manage proper training, license etc... for the plant.

. Input requisitions and track purchase orders in J.D. Edwards One World

system

. Assist in the management of the plant maintenance team. Keep list of

repair items, order parts, overtime list, and track work being completed

by 13 mechanical and 14 electrical craftsmen.

INDUSTRIAL ENGINEERING CONSULTANT (2002 - 2003)

Tiffin Motorhomes, Red Bay, Alabama

. Analyze full body paint operation (develop cost tracking program) and

identify continuous improvement projects.

. Reduce labor cost by 5.5%, and installed a waste recycle system.

. Reduced the overtime process/cycle time by 25% while increasing/raising

the quality standard.

. Provide engineering support to manufacturing floor.

. Select plant preventive maintenance program, implement, and train plant

personal.

Mark IV Automotive, Lexington, Tennessee

. Develop labor standards and modernize the manufacturing cost estimating

program system for an automotive parts manufacturer.

Jones New York, Lawrenceburg, Tennessee

INDUSTRIAL ENGINEER (2000 - 2002)

. Provide management and engineering support to operations in the

implementation of PkMS (Pick Ticket Management System) project to

eliminate paperwork, annual inventory, and more accurate tracking of

inventory. Led, set direction and train operations in the use of this

system. Used work process improvement techniques to identify areas of

improvements and measured performance.

. Develop, implement, and maintain hourly incentive pay program. Maintained

standards database, measuring performance, training employees in cycle

time reduction and setting direction for operations, develop and maintain

operations layouts work flow information.

. Train and mentor new less experience engineers.

E. I. du Pont de Nemours & Company, Chattanooga, Tennessee

INDUSTRIAL ENGINEER (1989 - 1999)

NORTH AMERICA APPAREL MASTER PLANNER (1999 - 1999)

. Coordinate monthly long range Sales & Operations Plan (S&OP) and asset

utilization for North America Apparel Business, maximizing profits, and

utilization of machinery and equipment and significantly reducing

machinery downtime.

. Led and set directions for the business teams on long range supply vs.

demand, resulting in lower inventory on a continuous basis.

. Key member of the North America Apparel business planning team, regional

segment teams, and the global planning process. Key user of Business

Resources Planning (BRP) and S&OP toolkit (MIMI (ERP), Manugistics, S&OP

database, etc).

. Leader for the preparation and execution of the monthly S&OP process,

including planning process, database preservation and data flow

stewardship, monthly Master Planning Core Team (MPCT), S&OP, Profit

Objective (PO) planning, global integration and five year planning for

Apparel.

. Responsible for integration of changing asset/data interfaces as a result

of modernization and renewal including Joint Venture integration and

assisting in major count transfer initiatives.

MECHANICAL MAINTENANCE ENGINEER/MANAGER OF MELT POLYMER AREA (1998-1999)

. Provided direct supervision to multi-skilled mechanics in the daily

operation of melt polymer area. This area operates the polymer extruders

in the production of nylon. These duties included Project Management,

Design, Predictive Maintenance (TPM), Equipment Overhauls, etc.

PLANT INDUSTRIAL ENGINEER (1992-1998)

. Used World Class Manufacturing techniques to analyze operations and

identified continuous improvement projects.

. Developed and Utilized Activity Based Costing (ABC) to calculate the

monthly denier cost by item for the Apparel business center, resulting in

a much more accurate and timely system of computing item costs.

Maintained database and supplied cost data to operations. Provided

information from this model to the SAP team and assisted in the

development of information to the SAP model. Trained plant personnel in

the use of the Activity Based Costing Model and on-going

development/expansion of this model to other areas of use.

. Selected to be plant space coordinator. Provided area layouts for re-

locating equipment and supplies from other off-plant locations. This

also included consulting with different project teams for new equipment

location, essential materials, finish product flow, packaging materials

and finish product storage.

. Interfaced with customers and vendors to assist with bar coding problems,

labels, selection, and testing of equipment and design of new packaging

supplies. Developed corrugated and recycled package materials, saving

money due to more efficient utilization of package materials.

. Designed and led the start-up of an automated robot yarn packaging

project. This project consisted of expanding and upgrading an existing

automated robot-packaging facility to process tubes of yarn onto pallets.

Responsibilities included team leader, financial management, functional

description, and layout and construction implication. This resulted in

50% reduction of packaging time and labor costs along with significant

reduction in customer complaints.

. Designed and implemented space requirements/layouts, materials flow and

technical support to manufacturing, resulting in multiple areas of

profit, including $220,000 based on better distribution center

utilization.

. Performed several hundred economic evaluations, cost studies and labor

requirements for new areas. Ranging in size from $25,000 to $30 million

justifying spending dollars on potential programs. This included

modeling the program in a computer format and converting all project

premises or assumptions to dollars saved or dollars spent. Economics

calculations included Internal Rate of Return, Net Present Value, and

Payback.

. Member of Program and Cycle-Time Excellence (PACE) project teams. This

program was a best practice for effectively managing development

programs. Served as the Financial Analyst for the teams and also as a

consultant to manufacturing.

. Served as Project leader on Ink Jet Tube Printing project. Relocated an

existing tube printing operation to plant site. Changed from pad printing

to Ink Jet printing, reducing labor cost and waste, and increasing uptime

and quality.

. Performed Decision and Risk Analysis, which was a disciplined approach to

decisions involving several uncertainties. Developed alternative courses

of action, defined key uncertainties, modeled decisions and

uncertainties, performed sensitivity analysis and made recommendations.

CO-PROJECT LEADER FOR EXPANSION PROJECTS (1989-1992)

. Responsibilities included layout design, material flows, conveyor

equipment, and other mechanical equipment to be used. This also included

following construction, final equipment inspection and checkout, start-up

of equipment, training plant personnel on new equipment and turnover of

equipment to manufacturing area. Developed labor requirements and

package/case components to be used.

Maytag Company, Admiral Division, Galesburg, Illinois

INDUSTRIAL ENGINEER (1989)

. Designed layouts for existing and new machinery in metal fabrication

departments. Modified existing door production line by adding automated

equipment and increased production rate by re-evaluating worker rates and

combining jobs. The net result yielded teamwork atmosphere and increased

throughput.

. Designed new tooling and modified existing tooling for metal fabrication

areas. Consulted with Mechanical Engineering to re-design tooling to

reduce worker stress and potential Ergonomic issues.

. Analyzed and documented uptime on automated door bending equipment,

resulting in increased uptime and yield. Computed labor cost analysis for

metal fabrication departments.

. Conducted time studies and set rate standards.

EDUCATION

Completed some Post-Graduate work in Industrial Engineering, University of

Tennessee at Chattanooga, Tennessee and University of Tennessee at

Knoxville, Tennessee

B. S. in Industrial Engineering, University of Tennessee at Knoxville,

Tennessee, March 1988

ADDITIONAL AREAS OF ACADEMIC COMPETENCE

Other computer training included InfinityQS, Microsoft Access Database, A+

Certification, HTML, AutoCAD, Fortran, Basic, DBASE, GPSS Simulation, Pro-

Model, Microsoft Excel, Microsoft Word, Microsoft Outlook, Lotus, 2020,

Lotus Notes, etc.

MIMI Business Resources Planning and Sales and Operation Planning

Principles, Time Study, Methods-Time Measurement (MTM), World Class

Manufacturing, Green Belt and Lean Manufacturing.

ISO 9000, Qualpro (Statistical Quality Improvement Techniques for

Manufacturing Processes), Leadership Training, Decision and Risk Analysis,

Truck Driver (tractor trailer), Diesel Mechanic, Real Estate Affiliate

Broker

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