Manager Plant

Dewey Maynard, Jr.

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

Maumelle, Ar 72113 *********@*****.*** Cell Phone: 614-***-****

PLANT MANAGEMENT

Plant Manager who builds and leads manufacturing teams that produce profitable, high quality products that are delivered on-time with excellent customer satisfaction. Background combines successful P/L, operations and financial leadership experience in union and non-union environments. Outstanding communications and team-building skills at all levels of an organization. Areas of expertise include:

P/L Management

Lean Manufacturing

Training / Development

Quality Management

Visual Factory

Union / Non-Union

Safety Management

Self-Directed Work Teams

Maintenance Management

PROFESSIONAL EXPERIENCE

LM WIND POWER 2015–Present

Plant Director – Little Rock, Ar Plant (2015-Present)

Lead all aspects of a non-union manufacturing plant that generates approximately $90 Million in annual sales. The company is the global leader in design and manufacturing of wind turbine blades with a 30% global market share.

Led a team that improved manufacturing output by 105% from December 2016 to December 2017

Led a team than improved structural quality defects from 3.2 per blade to 0.46 per blade from full year 2015 to full year 2017.

Worked closely with the Human Resources business partner to design and implement significant improvements in onboarding and training process to stabilize employee turnover

Oversaw the construction of a 35,000+ square foot warehouse and a 50,000+ square foot blade finishing and assembly building as part of $13 Million plant expansion

Lead a team that reduced on hand inventory from 48 days to 30 days from December 2016 to December 207

TEMPUR SEALY 2014 - 2015

Plant Manager – Brenham, Tx Plant (2014-2015)

Led all aspects of a non-union manufacturing plant that generates in excess of $125 Million in annual sales; product lines include Sealy brand, Posturepedic brand, and Stearns and Foster brand mattresses and box springs, Tempur brand box springs, and Tempur brand adjustable foundations.

TOSHIBA INTERNATIONAL CORPORATION, Motor Business Unit -Houston, Tx 2011 - 2014

Plant Manager – Motor Plant (2011-2014)

Led all manufacturing aspects of a non-union manufacturing plant that generated in excess of $80 Million in annual production transfers; product lines include low voltage three phase motors from 1 horse power to 800 horse power and medium voltage three phase motors from 200 horse power to 5,000 horse power.

Developed a culture of continuous improvement by providing focus, direction toward a common goal, and building on team strengths to overcome weaknesses

Identified weaknesses in the manufacturing processes and procedures and developed the organizational structure required to correct those weaknesses and drive the manufacturing plant to reliable, repeatable, and highly productive manufacturing processes

Ensured company practices and policies were implemented and followed

Increased manufacturing throughput and on time delivery performance by recognizing systemic weaknesses and working to resolve those weaknesses contributing to a reduction in motor back logs from 1,800 motors to less than 120 motors and on time delivery performance increasing from approximately 15% to 55%

Worked closely with the Human Resources group to develop and implement a system for training and career path planning at all levels of the plant organization in order to improve employee retention and morale

Guided plant production to a record 528 medium volt motors in FY2012 and broke that record in in FY2013 by producing 693 medium volt motors.

COOPER STANDARD AUTOMOTIVE, North American Metals Division –Novi, Mi 2007 – 2011

Plant Manager – Surgoinsville, TN (2009-2011)

Led all aspects of a non-union manufacturing plant that generates in excess of $100 Million in annual sales; product lines include brake lines, fuel lines, brake and fuel bundles, transmission oil cooler hoses, quick connectors, pcv valves, and other tubing and hose applications.

Achieved superior plant financial performance by providing focus, direction toward a common goal, and building on team strengths to overcome weaknesses

Created a safe and comfortable work environment for all employees by building an effective team composed of myself, members of the management team, and associates from all areas of the organization to focus on identifying and correcting potential safety issues. Required an 8D approach to resolving issues as they occurred and prevent recurrence

Ensured company practices and policies were implemented and followed

Increased productivity, enhanced morale and improved retention by providing career development and growth opportunities for co-workers at all levels of the plant organization

Plant Manager – Bowling Green, OH (2007-2009)

Oversaw all aspects of a unionized manufacturing plant that generated in excess of $60 Million in annual sales; product lines included formed rubber hoses for heating and cooling applications, transmission oil cooler hoses, and other tubing and hose applications

Improved plant financial performance by providing focus, creating an atmosphere of trust with the union local, and building on team strengths to overcome weaknesses

Created a safe and comfortable work environment for all employees by building an effective safety team, being proactive in terms of identifying and correcting potential issues, and requiring a disciplined 8D approach to correcting issues and preventing recurrence

Increased productivity, reduced quality issues, and improved morale by involving associates at all levels of the organization in day-to-day decision and management of their own positions

Improved delivery performance from low 80% on time range to 98%+ on time range while also reducing inventory dollar levels by 30% by implementing a successful kan ban system and other lean initiatives

TI AUTOMOTIVE – Warren, MI 1995 – 2007

Program/Project Manager (2005-2007)

Managed the installation of newly developed product line manufacturing systems and work cells, traveling to facilities throughout North America and Mexico to oversee successful implementation

Produced a flawless launch and successfully completed Process Sign Off criteria by leading a launch team consisting of plant, company, and customer personnel on multiple program launches

Ensured on time delivery of machinery and tooling required to manufacture the product

Generated high productivity and safety by ensuring that work cell operators were properly trained in the safe and correct way to operate manufacturing equipment for the new product

Achieved excellent customer satisfaction by meeting all customer requirements for timing and product quality

Worked extensively with an international team composed of company personnel in the United States and Mexico

Plant Manager – Washington Court House, OH (2002-2005)

Directed all aspects of a non-union manufacturing plant that generated $60 Million in annual sales; product lines included EGR tubes, brake and fuel bundles, transmission oil cooler tubes, and other tubing and hose applications

Oversaw the transfer of $35 Million of business to a newly opened facility in Reynosa, Mexico and the corresponding downsizing of the Washington Court House facility

Operations Manager – Ossian, IN (1999-2002)

Managed and supported plant operations, developed excellent customer delivery ratings, reduced expedited freight costs to near zero, implemented 5S and lean manufacturing principles; product lines included blow molded HDPE fuel tanks and nylon hose fuel lines

Managed through an extremely difficult new product launch utilizing robotic processes newly introduced to the facility

Identified the need for and built a highly effective team of people from across the organization to improve productivity, reduce overtime, eliminate premium freight, and reduce quality issues associated with the launch

Utilized 5S and lean principles to make improvements in labor cost, inventory levels, work place organization, visual management, and delivery performance

Participated as a key team member in melding corporate cultures of TI Automotive and the newly acquired Walbro Corporation

Operations Manager – Washington Court House, OH (1997-1999)

Managed and supported plant operations, maintaining excellent customer delivery ratings, process cost control and improvement and plant floor communication

Increased efficiency and quality, while reducing costs, by implementing Lean Manufacturing and Visual Factory principles throughout the manufacturing process

Improved morale and productivity by implementing self-managed work teams and a self-directed workforce

Minimized downtime and assuring high productivity by providing guidance and support of all maintenance activities and functions

Maintained QS900 certification

Controller – Washington Court House, OH (1995-1997)

Supervised payroll and general accounting staff in the implementation and management of financial controls and reporting to ensure profitable operations

Determined, analyzed, and maintained all standard costs (including labor rates and variances, burden rates and variances, and material variances)

Prepared financial statements and analyses of profit and loss and gross margins by part

Prepared annual, quarterly, and monthly forecasting of income statement

Previous experience included staff accounting and accounting management roles of increasing responsibility

EDUCATION

BBA, Accounting – Adrian College, Adrian, MI, 1985

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