**** ******* ******* ****, ********

OH *****

Jeffery Lee Otte 913-***-**** or acpfic@r.postjobfree.com

EXECUTIVE PROFILE

Accomplished Vice President of Operations and Plant Manager with more

than 20 years of domestic and international experience driving lean

innovations and delivering results for challenging turnaround, start-up,

and high-growth operations. Pioneer in TQM, Toyota Production System

(TPS), 5S, JIT, Kanban, Cell/Lean Manufacturing, and Kaizen

implementation. Multi-cultural experience gained in Mexico and China.

Extensive experience in planning, budgeting, and operational control to

optimize performance with cash and inventory management resulting in

profitability. Excellent results-oriented leader with demonstrated

success in:

Operational Finance Capital Planning Business Development

Budgeting\Forecasting Inventory Management Financial Reporting

Supplier Alliance GAAP/OSHA/EAP Standards Lean Manufacturing

Principles

PROFESSIONAL EXPERIENCE

Exterran, Youngstown Ohio

Plant Manager

2014 - Present

Reporting to the Director of a leading manufacturer of industrial oil

processing equipment. Total P&L responsibility for planning, organizing,

and directing all operations and activities for $30 million in annual

sales and over 100 total employees. Developed a highly efficient and

organized team to manufacture custom products for U.S Oil Companies.

> Developed company-wide Performance Reporting metrics to measure

departmental efficiencies and identify bottleneck opportunities.

> Recruited and trained a high efficiency Engineering Staff to turn

custom requirements into industrial code-approved drawings and

executable lean manufacturing practices.

> Responsible for budgeting and administering lean financial

decisions for decreased facility and manufacturing cost.

> Increased production output by 15.7% while reducing variable cost

by 8.2% through improved scheduling and procuring disciplines.

AirFixture, Kansas City, MO

Vice President \ Owner

2003-2014

Reported to the Board of Directors in a start-up-manufacturing venture

supplying Johnson Controls International with patented state-of-the-art

air control systems. Total P& L responsibility with planning and

executing capital expenditures, make-buy decisions and setting up the

financial and organizational framework of the company.

> Designing and implementing automated process to streamline lead

times and inventory cost to ensure accurate schedule deliveries and

limit cash flow expenditures.

> Responsible for the material acquisition, manufacturing execution,

and international distribution of twenty-six new product variations

in a six-month time frame.

> Developed budgeting and expense reporting programs, decreasing

short and long-term expenditures through immediate and visual

accountability.

> Identifying organizations core competencies and working with local

and national vendors for profitable operations.

> Owner of patents and designs of the Johnson Controls and York

International FlexSys Under Floor Air Delivery product line.

Patent: US 200******** A1 (US 11/361,574)

Vita Craft, Shawnee, KS

2000-2003

Plant Manager

Reported to the President of the leading manufacturer of high quality

stainless steel cookware in the industry. Total P&L responsibility for

planning, organizing, and directing all operations and activities for $12

million in annual sales and 100 total employees. Developed operational

improvement strategies for process control, product cost reduction,

increase productivity, and increased inventory turns. Designed and

marketed new products for domestic and international distribution

utilizing local assembly plant and global affiliates.

Jeffery Lee Otte 913-***-**** or acpfic@r.postjobfree.com

> Developed company-wide Performance Reporting metrics to measure

departmental efficiencies and identify bottleneck opportunities.

> Improved schedule delinquencies from 35% to 5%, while lowering

inventory levels by $1.2 million during a six-month time frame.

Lowest inventory levels and best schedules performance in the

company's history.

> Responsible for improving the manufacturing and product development

process resulting in a 99.8% Customer Satisfaction rating.

> Managed the design, implementation, and delivery of five new

product lines within a 3-year time frame, with cost constraints to

acquire foreign competitors business.

> Administered annual salary reviews. Discarded the "percentage

across the board" concept and incorporated objective measurements

that outline "pay for performance" based on productivity relative

to the employees responsibilities.

Boeing Company, Wichita, KS

1997-2000

Product Line Manager

Boeing is #16 on Fortune Magazine's top 500 companies, reporting $58

billion in annual sales. Reported to the Director of Operations in the

manufacturing of Boeing 757 Cabin Skins and Engine Components. Total P&L

responsibility for $100 million, with 300 employees, multi-facility

sites, producing commercial and defense components within FAA and

Military standards. Reporting structure consisted of union and non-union

labor from senior management staff, finance, engineering, administration

and an hourly workforce of over 120 job codes.

> Realized productivity improvements of 32% while reducing inventory

through assembly improvements.

> Reduced inventory costs by $1.2 million and improved schedule

performance through line-balance scheduling.

> Analyzed, developed, and replaced obsolete management structures

with integrity, team orientation, and desirable attributes learned

through hands on experience and Human Resource training. Reduced

annual grievances by 15%.

> Developed detailed operating budgets, schedule commitments, and

manufacturing execution for the outsourcing of a $23 million Strut

Assembly with an International affiliate.

> Led, trained and implemented lean manufacturing methodology into

large systems. Developed and executed teams with customers and

suppliers to value stream map new and existing programs from

Engineering through Assembly for improved efficiency and waste

removal. Created and sustained leaner environments through

documented process changes by empowering, educating, and rewarding

the process experts. Instructed seven Shingijutsu Kaizen events

assisted by members of the original Toyota Management Team. Led

over 20 Kaizen events encompassing an average of 15 organizations

focusing on Kanban, material at point-of-use, one-piece flow, TPM,

load charting and line design, just-in-time inventory, product and

people movement, takt and cycle time.

> Diversity leader assigned to implement and regulate equal

opportunity employment. Managed company sponsored outreach

programs, including Special Olympics, Salvation Army Tree, Race For

Hunger, and Big Brothers\Sisters.

Business Manager

1996-1997

Reported to the Director of Operations in the manufacturing of Boeing

757 Cabin Skins and Engine Components. Assigned to evaluate

organizations Make\Buy planning for immediate and long-term

commitments. Led procurement exercises through capacity, proprietary,

and cost constraints to identify product and vendor selection.

> Established department-level budgeting and expense reporting

programs, decreasing short and long-term expenditures through

immediate and visual accountability.

> Initiated inventory storage procedures reducing loss or damage

costs by $450,000 dollars.

> Identified capacity and financial constraints in operations, and

coordinated domestic and international manufacturing assistance.

> Selected to participate in EXPO (Executive Potential) program. EXPO

provides special opportunities and assignments to prepare

participants for advancement into the executive ranks. Cross-

trained within each department, attended Vice President staff

meetings, researched and presented solutions to issues or concerns

to staff of Directors.

Machine Shop Manager

1995-1996

Reported to the Operations Manager in machining support of the

division. Responsible for a $24 million dollar budget, with 100

employees using conventional and CNC equipment. Accounted for

forecasting and maintaining budget constraints, outsourcing

responsibility, and administration of policies and procedures.

Jeffery Lee Otte 913-***-**** or acpfic@r.postjobfree.com

> Implemented micro-level scheduling software to increase

productivity through real-time job scheduling on unplanned work.

> Developed a five and ten year strategic planning module to identify

strengths and constraints for annual capital planning.

> Designed and implemented quality control procedures that reduced

rework by 12%.

Tool & Die / Foundry Manager

1994-1995

Reported to the Operations Manager in forming support of the division.

Responsibilities included forecasting and maintaining budget constraints,

outsourcing responsibility, and administration of policies and

procedures. Managed 40 employees fabricating large and small forming

dies. Directed the engineering, pattern, sand casting, machining, first

article inspection, and maintenance of dies.

> Implemented new quality standards and procedures reducing per unit

cost by 7%.

> Assisted in the integration of new technology to reduce scrap

resulting in a 2% reduction of part breakage.

> Planned and executed emergent outsourcing plan during the

International Association of Machinist work stoppage

of 1995.

Jig Shop Manager

1993-1994

Reported to the Operations Manager in large assembly tooling support of

the division. Managed tooling assemblies crews directing the forecasting

and budget expenditures, outsourcing responsibility, and administration

of policies and procedures

for 40 employees. Considered one of the nation's leaders in Coordinate

Measuring techniques, I was an assigned Trouble-shooter with Theodolites

and Laser Trackers systems throughout the Boeing supply chain to research

and present solutions to fit and form problems.

> Developed curriculum and instructed five certified courses

internationally on state-of-the-art coordinate measuring

techniques. Implemented an all-digital tooling program without the

high expense of master gauges. Reduced initial unrecoverable

tooling cost by $1.8 million.

> Located the first attach points on the Boeing 747 airplane used to

transport the NASA Space Shuttle.

> Leveled, measured, and located specific distances and stringers on

the Presidential aircraft - AIR FORCE 1.

> Developed and implemented structured procedures reducing lost and

damaged inventory resulting in a 5% reduction in annual budgeting.

Jig Shop Toolmaker

1986-1993

Responsible for planning and executing the fabrication of new tooling into

the manufacturing environment.

TENNECO CORPORATION, Seward, NE -

1984-1986

Production Mechanic

Punch press operator while attending a technical college for Machine Tool

& Die \ Injection Molding.

SOFTWARE EXPERIENCE

CMS \ AS400 \ MRP \ MS Office Applications CATIA \ CAD \ CAM

BAAN

Mancat \ Leica \ SPC Software Internet Search

Bocat \ Romer Applications

EDUCATION

> Masters of Science in Management, Friends University, '97

> Bachelor's in Business, Kansas Newman, '95

> Associate Degree in Machine Tool & Die Technology - Injection

Molding, South East Community College, '86

> APICS Certified in Master Planning

Jeffery Lee Otte 913-***-**** or acpfic@r.postjobfree.com

> Lean Manufacturing Certified Instructor

> Boeing Executive Potential Graduate (EXPO)

> Center For Management Development, Leadership Certificate - Wichita

State

> Over 1000 hours of on- and off-shift training which includes over

200 hours of formal training under the Continuous Quality

Improvement umbrella.

> Over 6000 hours of Computer Aided Three Dimensional Integrated

Application (CATIA), Leica (Theodolite), Laser Tracker, and Romer

coordinate measuring experience - Boeing Wichita

> Licensed Kansas Real-estate Agent

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