Manager Plant
Resume:
Michael D. Chapman
*** ******* ***** *********,, ** 31525 252-***-**** **********@*****.***
Over 24 years of experience in lumber manufacturing operations, quality control, project management and successful
program execution. Proven ability to streamline work flow processes, reduce inventory and operating costs, while increasing
productivity. Manage with solid organizational skills while using reputable lean manufacturing methodologies. Lead cross
functional teams with a systematic approach to continuous improvement in order to reach the desired results. Accomplish
business initiatives through strategic planning, realistic annual operating plans, and by implementing best in class
manufacturing practices. Create and maintain strong business relationships that are focused on key performance
indicators; Cost, Quality, Schedule, Positive Employee Morale, and Customer satisfaction.
Areas of Expertise
Lean Manufacturing Project Management Process Analysis & Optimization
Continuous Improvement Voice Of The Customer Problem solving tools
(FMEA/
Visual Management Corrective Action Plan Repair Root Cause Analysis, etc.)
Problem Solving Total Productive Maintenance (TPM) Productivity Optimization & OEE
Cost Reduction Error & Mistake Proofing Participative Decision Making
Professional Experience
Georgia Pacific/Sterling CNS/Treating BRUNSWICK, GA
PLANT MANAGER April 2011 – Present
• Lead all aspects of a multi-million operation supporting the Building Products Division
• Responsible for leading the development and execution of site plans to leverage capabilities while creating
maximum value for the lumber division.
• Developed site personnel and led the implementation of operating systems and work processes consistent with the
companies MBM® philosophy and framework.
• Collaborate with other support functions (Human Resources, Accounting, Procurement, etc.) to assure plans and
resources deployment are aligned with business objectives.
• Led the implementation of continuous improvement strategies that yielded sustainable results.
• Led the development of the mill Process Hang Up elimination system to eliminate 70% of the safety risks in the mill.
• Created a 5 year plan that aligns with the companies vision for the lumber division
• Facilitated monthly meetings with the local union to ensure alignment with company and union initiatives
• CONTRIBUTIONS & ACHIEVEMENTS:
o Led the development of the mill Process Hang Up initiative; the PHU process was implemented as a best
practice for the entire lumber division
o Reduced storeroom inventory by 15% in one year without disruption to manufacturing processes
o Initiated Quality/Value & Yield processes in the mill that improved yield by 18% while also improving product
quality (#2btr) by 7%
o Improved overall safety performance as reflected in internal safety audit by 48%
o Successfully started up a 2nd shift in April 2013 with zero safety incidents
Georgia Pacific/Sterling Treating BRUNSWICK, GA
June 2010 – April 2011
TREATING PLANT MANAGER
(Reason for leaving – promoted to Plant Manager)
• Responsible for operations at the Treating Plant as well as Dry End of the sawmill.
• Led a significant improvement in planermill productivity.
• Led the safe operation of a 54 ft. treating cylinder.
• Implemented a Dry End Quality Assurance Process.
• CONTRIBUTIONS & ACHIEVEMENTS:
Zero customer complaints
o
Zero safety incidents on the dry end
o
Dry End QAP process resulted in improved product quality and customer satisfaction
o
Improved employee morale and established a team oriented culture.
o
Georgia Pacific/Lumber Division ATLANTA, GA
REGIONAL QVY MANAGER July 2008 – June 2010
• Responsible for the development and execution of Quality/Value & Yield initiatives at all lumber mills
• Developed a tracking system for each mill to enable them to be self- sufficient in tracking degrade
• Prepared a project plan for each mill, including project scope, scheduling, key milestones and deliverables for QVY.
• Executed and monitored QVY initiatives by preparing and facilitating kick-off meetings and regular scheduled status
meetings.
• Identified causes for value loss and established a mitigation plan to reduce the impact of these risks.
• Key interface for the lumber division with government inspection agencies (TPI, SPIB, ALS)
• CONTRIBUTIONS & ACHIEVEMENTS:
o 31% improvement in grade out (#2&btr) across the lumber division with no reduction in yield
o Eliminated 100% of product being placed on hold by agencies within first 10 months
Weyerhaeuser PLYMOUTH/NEW BERN, NC
PRODUCT SUPPLY MANAGER Oct. 2007 – Jun 2008
• Responsible for the safe execution of a multi-million dollar new product initiative across the 3 Atlantic area mills.
• Work as a liaison between Research & Development and the plants to ensure a successful installation of
equipment, techniques and processes for new product,
• Developed and maintain process documentation.
Weyerhaeuser. PLYMOUTH, NC
GREEN END SUPERINTENDENT Jan. 2007 – Oct. 2007
• Responsible for driving excellence in safety, reliability, quality and costs for the green end of a 250mmbf/year
sawmill
• Led the safe operation of a 110 hr./week sawmill operation
• Worked closely with the local union to ensure alignment
• CONTRIBUTIONS & ACHIEVEMENTS
o Led 22% improvement in sawmill productivity
o Led the implementation of excellent quality control initiatives at the green end resulting in improved mill recovery and
grade
Weyerhaeuser PLYMOUTH, NC
PLANERMILL SUPERVISOR June 2006 – Jan 2007
Responsible for driving excellence in safety, reliability, quality and costs for
Planned, assigned and directed work. Led employee training, evaluations and recognition of both positive and negative
individual and team performance
Safely led the execution of 60,000 bdft/hr
Weyerhaeuser AYDEN, NC
QUALITY CONTROL LEADER 1995 – 2006
HEAD GRADER 1992 – 1995
LUMBER GRADER 1989 - 1992
Education
Aurora High School – 1984
Completed 36 credits towards degree in Industrial Technology Management (Pitt Community College – Greenville,
NC) – 4.0 GPA
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