Management Project Manager

Mark E. Correll

**** **** **** **** ** Cedar Rapids, Iowa 52411 319-***-**** (h)

319-***-**** (c) *.*******@*****.***

Manufacturing Executive

Goal-oriented and insightful strategist specializing in turning around

underperforming operations and transforming facilities into productive,

efficient, and high-performing Lean units. Possess record of identifying

$10M in inventory reductions, realizing millions in annual savings, and

driving productivity up 20%.

. Proven change agent known for bringing innovation to all organizational

levels, from introducing Lean concepts to standardizing operations

processes. Maintain awareness of emerging trends, technologies, and best

practices.

. Trusted leader who effectively cultivates and maintains mutually

beneficial partnerships, resolves conflict between departments and teams,

encourages colleagues to work together, provides world-class customer

service, and creates success by building trust with peers and

subordinates.

. Award-winning professional who has received several accolades for team

leadership and mentorship, including esteemed President's and Chairman's

Awards.

Process Improvement Change Management Cost Control Turnarounds

International Business Quality Control

Risk Management Budgeting Alliance Building Inventory Control

Root Cause Analysis Operations Management

Team Leadership Training & Development Labor Relations Employee

Engagement Facility Management

Professional testimonials

. "Your presence in Coralville has been awesome. You have brought us toward

Lean...your guidance has been terrific!"

. "Thanks for giving this facility the courage to change and for sharing

your wisdom with all of us

. "You put us on track to accomplish great things. Your clear-sighted

direction and determination for this facility has been and always will be

inspiring to me."

. without your dedication, 'Lean cost' would still be a theory."

Professional Track

Rockwell Collins, Cedar Rapids, Iowa 1988-Present

Manufacturer of aviation electronics, pilot controls, and actuation

products.

Director, Lean & Production System Optimization (2012-Present)

Appointed to accelerate Lean transformation and drive standardization

across 16 sites worldwide with 6,200 employees. Lead 15 direct and 30

indirect Lean consultants accountable for standardizing and consolidating

4,000+ operational processes, improving new product introduction, and

reinvigorating Lean processes via focusing on such tools as Value Stream

Maps, Kaizen events, 5S, PDCA, and Red Bins. Control $2M budget. Direct

School of Operations, which includes leading team charged with delivering

training, aligning targets across operational sites, and managing course

development.

Currently working with the Rockwell Collins Melbourne, Florida facility to

help define and implement strategies to establish a Continuous Improvement

culture, characterized by high levels of employee engagement, that will

drive significant improvement in business performance as well as improved

employee satisfaction. Key activities and responsibilities include coaching

leaders on how to build trust between leadership and factory workers as

well as helping implement Lean/Six Sigma.

- Improved efficiency of production system optimization (PSO) team and

successfully aligned company goals with those of customer; established

team vision and strategy, and provided development opportunities to

enhance team's skill set. PSO team remains in high demand, consistently

exceeds goals and has higher employee engagement.

- Reduced Lean consultant headcount while increasing number of completed

Lean initiatives through streamlining processes; on target to achieve

$2.5M cost reduction and $10M inventory reduction.

- Appointed to standardize 55 key processes by FY13 to enable operations to

meet quality, cost, and inventory targets; established Process Governance

Council to prioritize and create consistent, operations wide processes

and procedures.

Mark E. Correll Page 2

Vice President, Commercial Systems Manufacturing Operations (2010-2012)

Provided strategic direction and guidance to global workforce in shared

service environment with 8 facilities and 2,500 employees throughout US and

Europe. Cultivated trusting partnerships to drive improvements in quality,

cost, environmental safety and health, and employee engagement.

- Augmented productivity 17% year over year, exceeded inventory goal by

$4M, and surpassed customer satisfaction target by devising enhanced site

Lean plan monthly review that shared best practices throughout all sites.

- Realized $6M in annual savings by developing and executing plan to close

underperforming, high-cost facility.

- Mitigated material shortage risk following Japanese earthquake and

tsunami by introducing cross-functional crisis management team, defining

parts with most risk, and eliminating material availability issues.

- Initiated productive and collaborative environment via strengthening

alliances.

Vice President, Government Systems Manufacturing Operations (2005-2010)

Appointed to improve operations from U.S. and European manufacturing

perspective, including cost, inventory, and quality objectives.

Administered operations for 9 sites and 2,200 employees.

- Significantly improved operational leadership in Europe.

- Saved $2M per year by establishing change management plan and closing

high-cost facility in San Jose.

- Increased employee engagement, improved team cohesion, and met quality,

cost, and inventory targets through improving capabilities of Lean team.

Senior Director, C-Ave Manufacturing Operations (2003-2005)

Led day-to-day operations of 900-person facility. Managed quality, cost

inventory, environmental safety and health, employee engagement, and labor

relations. Ensured smooth communication between senior operations leaders.

- Enhanced manufacturing performance and increased trust across salary and

union workforce by reenergizing Lean and high-performance work systems;

positioned C-Ave Manufacturing for better future.

- Saved $400K annually by consolidating two facilities with no employee

backlash. Key to this success was establishing a strategic change

management plan driven by company and union employees.

- Boosted year-over-year productivity 18% and realized customer

satisfaction goal by implementing Lean manufacturing plan.

- Improved employee participation in Lean and continuous improvement

initiatives via introducing standup meetings, encouraging communication,

and adding employee engagement goals to leader performance reviews.

Director, Manufacturing Operations (2001-2003)

Selected to take over and turn around poor manufacturing operations.

Administered daily functions for 800 team members of Coralville

manufacturing operations. Positioned Coralville as world-class, high-

performing facility and boosted employee morale. Built trust between

company and union leadership.

Career Note: Also served as Director of Enterprise Productivity (1999-2001)

and in various management roles (1988-1999) for Rockwell Collins;

previously functioned as Manufacturing Systems Project Manager for Lozier

Corp. and Senior Industrial Engineer for Rockwell International.

Academic Credentials & Affiliations

Master of Business Administration: University of Iowa, Tippie School of

Management

Bachelor of Arts: University of Northern Iowa

Integrated Resource Management Certification

National Association of Manufacturers (NAM), Member

ARC of Cedar Rapids, Board Member

APICS Cedar Valley Chapter, Member & Past President

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