Project Manager Customer Service

Mark Grunder

**** *** **** ***** ***** Castle Rock, CO 80109 770-***-****

***********@*******.***

P&L / Six Sigma / Process & Productivity Improvement /Sales/ Logistics /

Safety / Quality /

Lean Manufacturing / Materials Procurement Management / Customer Service /

Multi-Site Operations

Drove consistent double digit increases in productivity for Fortune 500

Smurfit-Stone Container Corp. Rescued and developed customer relations

with internationally recognized Dannon, Anheuser Busch, Dial, Caterpillar,

Miller Brewing, Tier I automotive suppliers and multiple Pepsi Co.

locations. Experienced across the landscape of Food and Beverage, Appliance

Manufacturing, Automotive, Service Industries, Chemical, Pharmaceutical,

and Building / Construction.

. Rescued failed Quality/Operating system of Oakley Industries facilitating

the re-entry into the demanding automotive supplier market.

. Reduced material costs $1.2M and process waste 14% for Smurfit-Stone

Container Corp.

. Increased productivity 40% first year, resulting in adding $4.5M to

Smurfit-Stone bottom line.

. Rescued relationship with major international client that increased

Smurfit-Stone revenues $750K.

. Turned around multiple plant operations, increasing plant production 100%

and reducing labor costs, establishing industry benchmark for cost to

convert

. Drove sweeping changes in labor / management relations and cut grievances

in half for Smurfit-Stone.

Career History

CCL Label

Plant/Project Manager, 2012-2014 Supplier of pressure sensitive, in-mold

and shrink film labels to personal care, home care and beverage markets.

Lead team successfully thru implementation of MRP system, demand planning

and operating system manning resulting in $2.4MM in labor savings annually.

Implemented behavioral based safety process and metric driven performance

reporting. Productivity improvements in excess of 20% . Project Manager

for $10MM in capital improvement projects including installation of 9 color

roto/offset web press.

Oakley Industries Company, LLC

General Manager, 2009 to 2012. Supplier of customer engineered, precision

stainless and titanium tubing for automotive, aerospace, pharmaceutical and

oil industries. Spearheaded company initiative to modernize family owned

stainless steel manufacturing operation. System improvements yielded double

digit reduction of quality incidents as a direct result of implementation

of sweeping operational and quality process improvements. Lead selection

and implementation of ERP system to optimize process flow and estimate

accuracy. Built new 250,000 sf. green field, 220 person manufacturing and

sales center

Smurfit-Stone Container 1988 to 2009

Area Operations Manager, 2005 to 2009,Atlanta Area complex of three

independent manufacturing locations totaling 1.3 MMsf capacity

manufacturing facilities with 350 union and non-union employees. Lead Alpha

Plant transformation from 236 ton per day to 700 tpd plant. Daily

shipments of 250 customer engineered SKU's daily in mixed and full

truckload quantities. Increased plant performance by 100% while reducing

labor headcount and total cost to convert to establish new Corporate

benchmark for excellence. While maintaining daily operations served as

Project Leader for $14M multi site capital expansion

Plant Manager, 1996 to 2005. Managed operations of 1.5 billion square foot

capacity plant with $165M annual sales and 180 staff. Responsibilities

included purchasing, procurement, safety, quality, maintenance, facilities,

and capital projects. Drove process improvement resulting in 9%, increase

in shipments. Improved customer satisfaction to client base in food,

beverage, and pharmaceutical industry. Full P&L.

Plant Superintendent, 1994 to 1996.

Regional Environmental Health and Safety Director, 1992 to 1994.

Production Supervisor, 1988 to 1992.

Mark Grunder Page 2

Selected Accomplishments

Developed quality systems and process improvements to secure ISO

certification and $14MM in new Tier I automotive business in first year for

Oakley Industries. Implemented Hoshin based quality systems and operating

procedures to drive accountability and ownership of product quality and

production control to the root level. Reduced non-conformances by 50% in

first year and secured ISO 9001 certification.

Reduced material costs $1.2M and process waste 14% for Smurfit-Stone

Container Corp. Process waste at unacceptable level and out of control.

Developed tracking system. Identified major source of waste and implemented

corrective action. Established goals and objectives, as well as work team

to track and control waste. Lead role in division wide Mill optimization

project to pair current Mill capabilities to converting operations process

requirements and maximize freight savings.

Increased productivity 20% first year, resulting in adding $1.5M to Smurfit-

Stone bottom line. Plant operations suffered from low productivity and

demoralized staff. Established process level teams to overhaul

manufacturing process with employee involvement. Identified goals and

roadblocks and empowered team to repair broken systems, processes and

procedures.

Rescued relationship with major international client that increased Smurfit-

Stone revenues $750K. Quality and service deteriorated to point of major

clients threatening to pull significant portions of business. Identified

root cause of service failures. Implemented sweeping process changes.

Implemented joint personnel exchanges with business partners. Assigned key

manufacturing personnel to provide "voice for the customer" within

operations. Named vendor of choice.

Turned around plant operations, increasing plant production 40% and

reducing labor costs and product returns. Smurfit-Stone plant equipment

maintenance and reliability deteriorated resulting in unsatisfactory

customer service failures and costs escalation. Implemented series of short

and long-term plans to restore equipment condition. Identified and

developed a "Union Champion" to drive equipment inspections, testing, and

monitoring. Developed tracking system of repairs and results and stayed in

feedback loop. Improved equipment reliability and quality resulted in

increased on-time deliveries and reduced product returns. Through

continuous improvement, work place organization and standardization of

processes drove work team based improvements to achieve lowest

manufacturing costs in the corporation.

Drove sweeping changing in labor / management relations and cut grievances

in half for Smurfit-Stone. Poor communications, mistrust and low morale

resulted in repeated labor disputes and increased grievances that blocked

progress of change and jeopardized customer service. Implemented changes in

communications with meetings and candid discussions of goals and

objectives. Improved quality, safety and working conditions that resulted

in successful negotiation of 24 / 7 work week supplement to labor contract.

Saved Smurfit-Stone plant $150K annually and reduced set-up time and staff

requirements. Plant suffering unplanned downtime, service failures and was

due to tooling not being press ready. Implemented SMED principles and

single sourcing. Chartered project team to develop tooling specifications

and purchasing procedures. Selected single source supplier and developed

order change carts to expedite process.

Key Skills / Education

Key Skills: Ability to identify weaknesses and develop and implement plan

to turn around situation. Highly resourceful hands-on leader, driving

performance from all levels of the organization. Excellent analytical and

problem solving skills with ability to understand complex business and

technical processes.

BS, Mechanical Engineering, Iowa State University. OSHA 501 Instructor. EPA

Compliance. Training: American Disabilities Act (ADA), Family Medical Leave

Act (FMLA), Lean Manufacturing, and Six Sigma.

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