LEWIS A. BOWMAN

**** ******** ****** * *******, Virginia 23518 Ú Mobile: 757-***-****

Email: ac43f1@r.postjobfree.com Ú Linkedin: https://www.linkedin.com/in/lewis-a-bowman-ms-74509a7/

VP/DIRECTOR OF LEAN, MANUFACTURING, &, SUPPLY CHAIN OPERATIONS

MS (Engineering/Industrial Management), Bachelor Degree (Chemical Engineering), Patent Recipient, Lean Six Sigma Blackbelt, Senior Operational Leader, with more than 20 years of multi-site P&L management and business development experience in building cohesive, cost-efficient manufacturing cultures in both union and non-union environments for organizations such as privately-held $70 million company to a $1+ billion B2B plastics packaging corporation. Experience includes, serving as Director of Manufacturing for JSP in Malvern, Pennsylvania, with responsibility for managing 8 direct/200 indirect reports that accomplished the following 3 items: 1) Achieved a 20% increase in target markets while simultaneously decreasing complaints approximately 100%; 2) Reduced operating cost 5% over an 18-month period in the commodity resin business; 3) Increased, in 12 months, the production capacity by 60% across 5 plants (1 union 4 non-union).

KEY AREAS OF MANUFACTURING COMPETENCIES

Reducing OSHA recordable incidents with BBS observations Conflict/Dispute Resolution & Root Cause Analysis Building & Leading High Performance Teams Design for Manufacturability (DFM) Exceeding Key Performance Indicators Supporting Multiple Manufacturing Locations Favorably Negotiating Agreements/Contracts

CAREER HIGHLIGHTS

New Product Development: Successfully patented, within 1 year of being assigned the role of Business Analyst for JSP, a product using 'Voice of Customer' exercises that resulted in the development of a comprehensive business case for a new plant expansion designed to support a wide-array of sales initiatives for the largest artificial turf company in North America

Increasing National Product Availability: Played a key implementation role in increasing national product availability for JSP that included expanding extruder asset utilization 60% by using numerical modeling. Consequently, adoption of this national product delayed additional capital requirements for 2 years.

Reducing Overtime Expenses: Entrusted by Scholle IPN senior management with developing a Pay-for-Skills program that proved instrumental in increasing employee morale, reducing overtime expense from 18% to 7.5% while simultaneously creating growth potential for all technicians, and laid the groundwork for LEAN transformation initiatives within the company structure.

Improving Overall Labor Effectiveness: Based on projected 10% year-on-year growth, developed a supply plan that included the use of the Sales and Operations planning Process to expedite demand segmentation for inventory planning, and, 2 green-field sites using one-piece-flow manufacturing techniques. Subsequently, the plan had the positive effect of increasing Overall Labor effectiveness from 42% to 76%.

SELECTED ACCOMPLISHMENTS

JSP Plant Manager 1997:

Increased raw material yield from 71% to 93% within 6 months of starting the role of Plant Manager:

By implementing a pull (Kanban) system, localizing planning decisions, and, installing a flexible material transfer system, I reduced material obsolescence and contamination by 76%

JSP Director of Manufacturing - 2005:

Using the result of regression analysis, I increased the Cpk of the resin expansion process from 0.8 to 1.4, eliminating the need for QC post processing. This reduced labor cost by $520,000.

Scholle IPN Plant Manager – 2007 - 2014:

Using Design-of-Experiments, I determined the root cause (a flaw in the tooling design that caused defects in 2 of 16 injection molding cavities, that resulted in food spoilage returns in 100 % of shipments to major cream packager) of a defect in a sanitary food package that saved the supply contract. The value of the contract was $7.5mm annually.

Increased bag machine output 33 percent by implementing TPM and set-up reduction events

Increased blown film extrusion output by implementing MDI processes and Visual Management increasing the bias for action – tensioner, nip roll, and, die maintenance issues eliminated

Reduced OSHA recordables from 1.9 to 0.8 in a ~300 employee site using intentional Behavioral Based Safety observations during lean events.

Busch LLC - 2015:

Using Demand Segmentation, a statistical planning tool, to ensure material availability over 8 re-manufacturing centers, I reduced the lead time for the industrial food segment from 59 to 11 days (81%).

By implementing One-Piece-Flow method, I increased the daily output by 50%.

PROFESSIONAL EXPERIENCE

Busch LLC Virginia Beach, Virginia 2014 to 2018

(A global vacuum pump and system manufacturer headquartered in Maulburg, Germany

National Operations Manager - Scope of duties consists of developing 8 North American operational facilities into a world –class operations that included focusing on staff development, lead time reduction, quality improvement, and overall supply chain efficiency.

Utilized Demand Segmentation, a statistical planning tool, designed to ensure material availability over 8 re-manufacturing centers. As a result, reduced the lead time for the industrial food segment from 59 to 11 days (81% reduction).

Scholle Packaging Northlake, Illinois 2007 to 2014

(A global flexible packaging company with marketing and research organizations in the U.S.)

Global Continuous Improvement Manager (Director) (2012-2014) - Promoted to develop the global Six Sigma program for Scholle Packaging

Execute strategic projects for 10 global facilities including four sites in North America and one each in Brazil, Australia, Amsterdam, England, France and China.

Manager (Director) of Operations (2007-2012) - Recruited to lead the facility of more than 300 employees in a Lean Sigma transformation while directing the activities of 4 operating areas including: blown film extrusion, injection molding, lamination, and, package assembly. Established and con trolled operating budget of $70 million and capital budget of up to $8 million.

Determined the root cause (a flaw in the tooling design that caused defects in 2 of 16 injection molding cavities that resulted in food spoilage returns in 100% of shipments to major cream packager) that saved the supply contract value at $7.5 million annually.

JSP International, Inc. Malvern, Pennsylvania 1997 to 2006

(An international company with research and development, manufacturing and molding facilities around the world)

Director of Manufacturing (2004-2006) – Promoted to direct the activities of 5 North American manufacturing facilities as the representative of the Executive Business Team. Established and controlled operating and capital budgets for each facility, as well as managed the process engineering activities for all the Americas including Mexico.

Analyzed the result of regression analysis, which proved instrumental in increasing the CpK of the resin expansion process from 0.8 to 1.4, eliminating the need for QC post processing while reducing labor cost by $520,000.

Business Analyst (2002-2004) – Promoted to analyze new business opportunities using the Stage-Gate process. Acted as the project manager for opportunities from conception to launch of products including pricing, capital definition and installation, human resources requirements, and standard cost analysis.

Developed new application for the artificial turf market, patented the product (#7244477), set price structure, defined the cost basis, and designed the plant for production. The product represents 30% of company profit.

Plant Manager-Technical Development (1997-2002) – Recruited to direct the activities of over 45 employees at two facilities. Controlled a multi-million dollar capital and expense budget at multiple plants. Started and managed an expansion plant in Texas.

Increased, within 6 months, raw material yield from 71% to 93% after starting in the role of Plant Manager. Additionally, implemented a pull (Kanban) system, localized planning decisions, and, installed a flexible material transfer system that reduced material obsolescence and contamination by 76%.

PRIOR 1997 PROFESSIONAL EXPERIENCE

3V-Inc 1995 to 1997 Production Manager

Buckman Laboratories 1990 to 1995 Process engineer/Pilot Plant Manager

Monsanto Agricultural Company (now Bayer) 1988 to 1990 Process Engineer

Polaroid Corporation 1984 to 1988 Process Engineer/Technical Supervisor

ACADEMIC CREDENTIALS & CERTIFICATION

Masters of Engineering Management, Christian Brothers University, Memphis, Tennessee, 12/2003

Bachelor of Science, Chemical Engineering, Rensselaer Polytechnic Institute, Troy, New York, 05/1983

Six Sigma Black Belt, Certified by TBM Consulting, 06/2012

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