DARRELL L. SMITH

**** ********** **. **********, ** 40241 502-***-**** ac0fg1@r.postjobfree.com

PROFESSIONAL SUMMARY

A leader/facilitator with extensive experience in R & D, manufacturing operations management within chemical processes, water bottling operation, large and small machine shops, engineering management, and as a management consultant. More then 20 Years experience with discrete manufacturing using Toyota Production System/Lean and Theory of Constraint methods. This includes working with, supporting, and driving the programs for ISO 9000, TQM, 6 Sigma quality and other continuous improvement techniques. As a plant manager directed the HR, safety, and environmental aspects of management. Significant accomplishments were to increase throughput for processes leading to a shorter lead time, reduced non-value added costs, and increased use of worker directed continuous improvement projects. Most current accomplishment was the designing and development of 2 patented processes used within a medical product recognized worldwide.

WORK HISTORY

C S Health LLC

Research & Development Engineer 7/2012-Current

Responsible for the R & D, manufacturing and processing of a phytochemical used for alternative cancer prevention, detox of body, liver that also includes the brain while the upgrading of many other bodily functions. Further research has led to the isolation and stabilization of 2 other phytochemicals previously thought to be not attainable. The training of medical doctors and clinicians in the use and dose of this phytochemical-Sulforaphane.

WHIP MIX CORPORATION

Chemical Operations Manager 2/2004 – 7/2012

Responsibilities include directing 35 team members in discrete production and packaging of dental powder for dental laboratories, administering safety program, supporting continuous improvement projects, and provided training for the ISO 9000 process. Through the use of value added mapping, Lean, and Theory of Constraints methods increased throughput by 60%, reduced over $450,000 in NVA labor, and reduced late shipments of by70%. Responsible for the maintaining and reporting of daily, weekly, monthly tracking of budgets.

ACCU-TEC, INC.

Engineering Manager 10/2001-11/2003

Responsible for 6 discrete manufacturing facilities (350 personnel) and supervised 2 engineers to apply industrial engineering techniques such as line balancing, lean, and constraint techniques where all production was discrete manufacturing. I identified over $750,000 in earnings lost due to outdated production practices and standards by using “world class techniques”. Provided safety training and expertise to the production plants and wrote a corporate-wide safety book that was audited and accepted by KYOSHA. Accu-Tec was a third party supplier within the supply chain for Reynolds Metals, Wal-Mart, Avon, and Brown-Forman.

ANITA SPRING WATER

Plant Manager 9/1999 – 1/2001

Transformed a continuous manufacturing operation with 60 personnel from an unstable labor situation to one with up-to-date personnel policies, instituted a drug and safety program. I increased the throughput of the plant from an average of 2700 cases to 4500 cases per 8-hour shift. Redesigned a new manufacturing facility into a Lean layout process and moved the entire manufacturing operation into the new building while maintaining on time delivery and high quality of product and services for a major consumer. I was responsible for all local HR issues including hiring, separation, raises, and labor reporting to state and federal, OSHA reporting, and disciplinary process. We were a major supplier to Wal-Mart supply chain system. I also was the purchaser and designer of product packaging and supplies. I developed, monitored, and reported the site budgets including capital expenditures.

INTERNATIONAL PROFIT ASSOCIATES (Contract)

KENTUCKY TECHNOLOGY SERVICE

UNIVERSAL SCHEDULING COMPANY (Contract) 5/1994 –10/ 2001

Senior Project Consultant/Senior Consulting Engineer 5/1994 –10/ 2001

As a Senior Project and Management Consultant conducted analyses to identify business improvements for discrete manufacturing followed by preparing and presenting recommendations to client senior staff. The operation phases were “shirtsleeve” logical prioritized projects to effect and “install change” and to ensure promised savings where business improvements were realized. Typical techniques employed were Just-In-Time/Lean Manufacturing, Continuous Improvement (Kaizen), Team Building, Manufacturing Best Practices, Total Quality Management, Theory of Constraints, and training personnel in their Roles, Responsibilities, and Accountability. Developed a generic Safety Training Manual and a course entitled “Eight Steps of Problem Solving”. Included were projects working with plastic injection mold and HDPE film companies to enhance their processes with higher throughput. While consulting with Dow Chemical I led a 9 month project working with the continuous process and quality control of LLDPE process for 3 of their plants where the result was the cancellation of a planned 3MM$ addition due to increased throughput. As a project Manager of the projects I developed the budgets for the projects (3) and reported the progress weekly to the company partners.

During this time I was a contract plant manager for a furniture manufacturer, a discrete process with over 250 personnel. I developed drug, safety, and personnel policies along with moving the plant processes toward World Class Manufacturing techniques. I assisted in developing the budget of the next fiscal year before the project was over. At another assignment I was a plant manager of 75 personnel, a discrete metal processing facility, where I instituted safety, drug, and standard operating procedures for manufacturing. I put a preventative maintenance program in place and introduced Lean manufacturing techniques. I put together a process for shipping and tracking finished goods to customers. With projects for small to medium sized companies I trained the owners in developing, setting, and tracking budgets, as well as working with their banks for financial reporting needed. Included in these projects was setting up personnel processes, train the trainer in safety issues, and important documentation as required by the government, i.e. I-9 form, W-4, and OSHA reporting.

THE PQ CORPORATION

Plant Manager 4/1992 – 2/1994

Managed the chemical continuous process of a high temperature glass furnace for processing Sodium Silicate and including the reactors. Through continuous improvement techniques generated $125M and$385M in cost savings in 1992 and 1993 respectively. Planned and directed $1.2MM capital improvements designed to increase quality, efficiency, and throughput of the plant process. Redesigned the glass furnace by upgrading refractory practices to change the glass campaigns from small short campaigns to a continuous 24/7 operation.

ENGELHARD CORPORATION

Organic Operations Organic Pigment and Colorants 7/1990 – 3/1992

Supervised an 60 union workers in an organic chemical processing plant and was qualified to manage all other on-site processes. Directed personnel and production planning, administrator of plant safety program, planned and managed 2 capital projects of $50,000 each, and a as trainer/leader of the Total Quality Management program introduced process to hourly and management personnel.

DIDIER TAYLOR REFRACTORIES CORPORATION

Product Manager Alumina Graphite Process

Project Engineer September 1987 -- July 1990

Developed, prioritized, and set standards for a new manufacturing process from plant start-up to introduction into the market. I trained sales staff in product knowledge, client specifications, and marketing of an Alumina Graphite product family for iron and steel applications. I introduced other new product lines and trained both client and sales personnel in product use and specifications. I successfully turned an out-of-spec product into a usable product, saving a major client from a major shut down and a $320M sale while averting a potential cost to Didier Taylor of in excess of $960M.

Adjunct Professor University of Louisville, IUS

Operations Management Current

Project Management

EDUCATION

MBA, Syracuse University

Operations Management and Accounting

BA, Elmira College.

Majors: Chemistry and Mathematics