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Manager Engineer

Spartanburg, South Carolina, 29303, United States
March 01, 2018

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Mark Blackburn

Residence: 864-***-**** • Mobile: 864-***-**** •


Manufacturing Operations Management / Engineering • Program Management • Continuous Improvement

•Supply Chain Development • Quality Assurance • Operational P&L • Bi-lingual (German)

“… focused, disciplined, highly adaptable leader, who combines a relentless drive for business results with energy, passion for excellence in performance, and motivational ability to create successful teams. Leadership skills are enhanced by strong technical aptitude and education, resulting in ever increasing responsibility based on a track record of enhancing profitability, productivity, efficiency, and effectiveness in organizations. Continually in the forefront of new program and systems implementation, such as PLC, Lean, Program Management and SAP.”

Achievement and Experience Highlights:

Lead / Leading technical interface of 5 new product lines for international customers in both Automotive and Energy sectors (BMW, Mercedes, GE, and Siemens).

Launched/Launching $8m of platform combustion products – generating cash streams for 10x years.

Leading quote functions for $20m + business while continuously conducting cost out exercises.

Eliminated 8% losses in 18 months through creation and management of Continuous Improvement Teams specifically dedicated by department and cost restructuring activities.

Specified and procured $27 mm in Capital Equipment on time and $340k under budget.

Exceeded cost reduction and budgeted Business Plan expectations through aggressive pursuit of internal cost initiatives, supplier cost down negotiations, and Engineering changes.

Successfully led (5) ISO/TS16949 surveillance and (3) re-certification audits of multiple Quality Management Systems with no major findings.

Decreased defective PPM from 1250 to 12 by creating and implementing Layered Process Audit system and schedule garnering top down management support.

Conserved $200k from startup budget while successfully Launching 3 Major OEM programs.

Achieved 100% on-time PPAP (Production Part Approval Process) while launching >52 new Products for Automotive and Industrial customers worldwide.

Successfully negotiated manufacturing and engineering specification changes in US, Asia, and Europe which resulted in increased sales and reductions in cost.


Woodward – Combustion/Energy Division (ITS/ATS) 2010-Present

Program Manager – GE and Siemens Energy Sector Leading Projects in Safety, Quality, Cost, and Delivery of 56,000 ft2 plant with 125 associates providing combustion Design, Prototype and Production Hardware for 6 programs to Turbine Producers worldwide with $120+ mm/yr. sales.

Lead 1st project team for [IGCC] Syngas (non-traditional Energy fuel) for Woodward from inception to production. Achieved highest level of Quality, Delivery, and Cost.

Executed COPQ (Cost Of Poor Quality) goals. Delivered Value Stream metrics results for last 4 years. Exceeded all company Alignment Grid goals.

Continuously Leading Engineering, Quality, Planning, and Production (Weld, Braze, Machining, and Assembly) Teams [Integrated Product Teams] in an extremely competitive environment to achieve Customer Satisfaction as well as internal Metrics. (Met both in 3.5 years/(10+) long term projects)

Guiding Team members in execution of 3 consecutive Projects (Revenue $6+ mm) resulting directly from previously executed projects (Syngas, IGCC)

MAGNA DONNELLY – Mirrors Division, Duncan, SC [Tier 1 Automotive Supplier] 2006 - 2010

Business Unit Manager – BMW (X5, X6) - Mercedes (R231, W166)

Directed Safety, Quality, Cost, and Delivery of 28,000 sq. ft. Plant with 70 associates and 2 managers providing Exterior mirror assemblies for 8 programs to BMW and Mercedes worldwide with $70 mm/yr. sales.

Increased throughput by 23% utilizing Lean Manufacturing, TPM, Kanban, and waste elimination.

Realized 1% cost savings through Inventory reduction and Logistics consolidation.

Eliminated need for additional headcount and over time by 70% by leading teams in continuous improvement activities and successfully cross-training all production personnel.

Reduced customer complaints by over 90% and achieved 100% on-time delivery by organizing and managing improvement activities of cross-functional teams for Customer Service Operations, Quality, Maintenance, and Logistics.

Launched new ($35mm) mirror $140K below budgeted project costs for BMW X6 and Motor-sport.

Managed 2 Operational Program Launches for Mercedes in a 50% truncated lead-time pulling previous model year 9 months ahead and delivered on time and at quoted cost.

Recovered 27% of floor space through consolidations of Materials Flow Processes and eliminating Work in Process at Receiving, Incoming Quality Inspection, Shipping, and Assembly Line thus creating usable space for new business and eliminating need for building expansion.

Fostered EHS activities resulting in 2 years without lost time incidents and 4 successful ISO 14001 audits without major findings and becoming best in Division for Ergonomics.

Schaeffler Group, Fort Mill, SC Precision Components [Tier 1 Automotive Supplier] 1998 – 2006

Operations Manager 2005 - 2006

Planned and coordinated $42mm/yr. 200,000 sq. ft. vertically integrated manufacturing facility providing OEM and aftermarket product to GM-Ford-Chrysler-Toyota-Honda, and Industrial customers. Lead 200 associates and 7 Supervisors (all shifts), Industrial Engineers, Schedulers / Planners, and Production associates in all aspects of Safety, Quality, Cost and Delivery.

Achieved 73% over 12 months in scrap reduction by facilitating and motivating team through Quality circles and rewards for improvement.

Raised Assembly Department OEE (Overall Equipment Efficiency) from 67 to 80% utilizing cross-functional Teams from upstream processes and standardizing Statistical Process Controls (DMAIC).

Developed and promoted 3 internal Associates to Supervisors.

Facilitated 3% total cost improvements by creating and coaching cross-departmental Continuous Improvement Project teams in Lean process improvements and cost re-structuring.

Quality Manager - Product Line Bearings / Precision Components 2005 - 2005

Implemented TS16949 for Plant and passed initial and follow up audits with no major findings.

Program Manager – OEM Transmissions and Precision Components 2003 - 2005

Successfully managed 3 Major Programs for OEM customers – 35 components with production and sales locations in Asia, Canada, Europe, and US to capture and retain $50 mm/yr. sales.

Increased Gross Margin by 3% through Materials, Engineering Design, and Process improvements.

2 projects benchmarked by Global Program Steering Committee

Senior Manufacturing Engineer 2000 - 2003

Increased overall Plant uptime 6% by implementing TPM program plant wide, standardized set-up and operation procedures, SPC –Pareto analysis of downtime, and revised production training system.

Generated 4% cost reduction by developing / implementing VAVE activities plan for 3 consecutive years by value stream analysis, waste reduction, standardization, automation, and Eng. changes.

Manufacturing Engineer 1998 - 2000

Launched 52 new products – all 100% on time.


Squad Leader -Desert Storm: Combat Engineer – Demolitions Strategic and Tactical 1989-1993


BS in Mechanical Engineering -Virginia Polytechnic Institute and State University. 1994-1998

Center for Creative Leadership Graduate, 2006. Green Belt

PMP Certification,

Leading Product Life Cycle certification

University of California (Fundamentals of Combustion)

Power Plant Fundamentals – GE Turbine Systems

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