Jeffry L. Pierce, MBA, PMP

**** *. ***** **. *********, WA 509-***-****

acessb@r.postjobfree.com

Objective Six Sigma Black Belt with the ability to increase the

productivity and growth of the company using Continuous

Professional Improvement methodologies such as Lean, Six Sigma and Theory

Profile of Constraints looking for a position as a Plant Manager.

MBA graduate with a record of successful process improvements

in production and maintenance. Creative problem solver with

ability to increase production, decrease downtime, resolve

conflict, improve morale and develop employees.

Management - Solid background in planning and executing

process improvements. Hands-on manager with highly developed

negotiating skills and experience cultivating strategic

business partnerships.

Process Improvement - Proven ability to recognize and

eliminate waste in production and maintenance processes.

Received Six Sigma Black Belt, Lean Sigma Green Belt and

Lean/Design for Six Sigma certification. Experienced using

Lean and Theory of Constraints to eliminate waste and improve

efficiencies in production and maintenance processes.

Project Management - Experienced in managing complex projects

and identifying the Critical Chain of a project to ensure

on-time project completion.

Team Building - Decisive team leader with extensive experience

recruiting and hiring supervisors, technicians and production

operators, developing talent and creating effective training

programs.

Communication - Persuasive communicator with well-developed

presentation and negotiation skills. Able to develop

productive relationships with colleagues, customers and staff

at all levels.

Experience Plant Manager

2013-2014

Martin Archery, Walla Walla, WA

By utilizing the Theory of Constraints, increased output of

the Traditional Bow shop by 77% while improving quality

without increasing costs.

Developed a project to transition from a Make-to-Order model

of production to a Make-to-Availability model to improve

on-time delivery, reduce stock outs, create a production plan

and improve product availability.

Increased revenue by 50% in a declining market by creating

manufacturing processes and implementing Lean principles.

Participated in the annual planning process and established

goals and objectives that supported the commercial strategy of

the business.

Managed manufacturing activities to meet metrics in safety,

quality, delivery and cost.

Performed the manufacturing scheduling process to ensure

on-time delivery targets were met.

Developed, monitored, and managed the expense budget and

capital budget for manufacturing.

Managed employee staffing levels which included hiring,

cross-training and overtime scheduling.

Led the implementation of Lean Manufacturing projects to

identify and eliminate waste in the operation.

Manager, Continuous Improvement

2010-2013

Lamb Weston, Kennewick, WA

As the Vertical Startup (VSU) Pillar Lead for Lamb Weston,

facilitated the implementation of new equipment with the goal

of 85% OEE within 90 days of completion.

Maintenance owner for all 15 of Lamb Weston's production

plants.

Project Manager for multiple cross-functional teams chartered

to improve production throughput, increase equipment uptime

and improve product quality.

Project Manager for Lamb Weston upgrade to Maximo 7

Maintenance Management software.

Project Manager for implementation of SAP Asset Lifecycle

Management for Maintenance.

Implemented "Project Advantage" with team to increase

productivity, decrease waste and decrease production line-down

time which has shown an annualized financial impact of $5.7

Million.

Led Standardization Committee for Maintenance practices and

SAP usage which has contributed to a 5% increase in OEE.

Operations Manager

2009-2010

Paine Electronics, Wenatchee, WA

Through Kaizen Events and Lean principles, decreased Quality

costs by 55%, reduced cycle time by 23% and reduced scrap by

75%.

Increased throughput by utilizing Theory of Constraints to

identify and elevate constraints to increase on-time

deliveries by 40%.

Utilized 5S to organize work areas and improve efficiencies by

removing unnecessary equipment, organizing work spaces and

increasing safety.

Reduced cycle time by creating work cells and instituting

one-piece flow which reduced wait times due to batching.

Increased throughput of CNC shop by 25% by focusing on

reducing change over times and using 5S to make needed tooling

more accessible and identifiable.

Trained direct reports on Continuous Improvement

methodologies.

Operations/Production/Maintenance Manager

1996-2009

Hewlett Packard, Corvallis, OR

Conducted Theory of Constraint and Lean Sigma projects that

reduced costs, increased efficiencies and reduced errors.

These projects helped reduced costs by 40%, decreased process

errors by over 90% and allowed a reduction in headcount of

over 40% with no drop in services provided.

Through Kaizen Events and Lean principles, decreased Quality

costs by 55%, reduced Cycle Time by 23% and reduced Scrap by

75%.

Utilized 5S to organize work areas and improve efficiencies by

removing unnecessary equipment, organizing work spaces and

increasing safety.

Reduced cycle times by creating work cells and instituting one

piece flow which reduced wait times due to batching.

Increased throughput of machine shop 25% by focusing on

reducing change over times and using 5S to make needed tooling

more accessible and identifiable.

Trained supervisors in Continuous Improvement methodologies.

Used SPC charts to monitor critical measures and reject

nonconforming parts in the machine shop. This reduced machine

shop scrap by 33%.

Utilized the Lean concept of Heijunka to set standard work

volumes for assemblers which increased the average worker

output by 20%.

Lead a multifunctional team that reduced process steps in an

existing product by 20% saving an estimated $1 million a year.

Managed 45 highly skilled maintenance technicians and 6

maintenance supervisors across four shifts, responsible for

the maintenance of a multimillion-dollar Storage/Retrieval

System and Final Assembly lines. Increased efficiency by 33%

by reducing headcount without a drop in system performance.

Managed technicians who maintained automated, high-volume

manufacturing equipment with a 98% uptime rate.

Created and monitored predictive and preventive maintenance

programs for robotics, Allen Bradley and Mitsubishi PLC

controlled assembly modules, pneumatics and conveyer systems.

Tracked completion of PMs and maintenance and developed repair

strategies based on the results.

Instructor, Electronic Engineering Technology

1992-1996

Renton Technical College, Renton, WA

Developed and taught formal courses in Analog and Digital

Circuits, Network Analysis, Microprocessors, computer usage

and Technical Math with Calculus.

Maintained off-campus communications with employers in the

area and with the program advisory committee. Worked with

Labor and Industry agency to place unemployed and displaced

workers in retraining programs within the department.

Master Avionics Instructor/Technician

1981-1992

United States Air Force

Developed and conducted formal courses of instruction in Basic

Electronics, Digital Devices, system troubleshooting and

computer skills. Evaluated these courses for effectiveness and

monitored outcomes.

Supervised Avionics Maintenance personnel to military

standards

Education George Fox University, Newberg, OR

MBA

2004-2006

George Fox University, Newberg, OR

B.S. Management and Organizational Leadership

2000-2002

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