Manager Plant

JON KIMMEL

*** ***** **** *****, ***** de Grace, MD 21078

410-***-**** kimmeljl2@gmail.com6472 https://linkedin.com/in/kimmeljon

OPERATIONS EXECUTIVE

Expertise in Startup and Turnaround Opportunities

Operations ExecutiveandGeneral Manager with superb record of building impressive top-line and bottom-line operating results and the ability to build high performance teams. Results-driven leader with excellent demonstrated people and project management skills.Proven high-impact start-up and turnaround experience and skills.

EHS Excellence Team Building Government/Community Affairs Strategic Planning

Lean/Six Sigma Line of Sight KPIs Capital Management Labor Negotiations

Process Automation Change Agent Strong Leadership Cost Management

BUSINESS EXPERIENCE

W. R. GRACE, Columbia, MD 2008 – 9/2015

Leading global supplier of catalysts; engineered and packaging materials; and specialty construction chemicals and building materials

Director of Operations(12/2008 – 3/2015) – Director, Advanced Automation(3/2015-9/2015)

Directed operations and strategic plans for Curtis Bay facility, which included over 600 employees. Monitored and controlled over $300 million spending. Reported to Vice President of Operations. Provided strategic direction for multiple plant processes supporting five separate businesses. Established key performance criteria, ensuring continuous improvement teams were effective. Managed and negotiatedcrucial labor contracts.

Reduced site spending by over 10% in 2014 versus 2012, while delivering record production, by negotiating wage concessions and new work systems such as operator asset care.

Executed over $30 million in maintenance and expansion capital annually.

Developed strategic partnerships and network within industry and government for organizational development and training of the labor workforce in Maryland; expected to deliver over $8 million in rebates and grants to support energy and personnel development initiatives

Reduced safety performance to .6 TRI.

Increased site productivity over 4% annually using Lean and Six Sigma tools.

Drove strategic development of automation and APC for nearly 100 plant sites throughout the world.

Developed five-year modernization plans mapped out for plant control systems that allowed for continued productivity gains, providing material benefit to company.

Established core organizational structure for all plant sites and developed leading edge capabilities in process controls and automation leading to improved profitability.

Implemented plan to reduce energy footprint in larger plants, including energy management systems and supporting infrastructure reducing energy costs by approximately >$5 million

ROHM & HASS,Bristol, PA 2008–2008

Global pioneer developing innovative technologies and solutions for the specialty materials industry.

Manager of 21st Century Manufacturing System

Provided consulting services to business executive teams to improve management system for operations and commercial business units leading to productivity and quality gains.

Implemented plans to improved top and bottom line performance utilizing R&H “21st Century” management structure that reduced costsby 20%.

JON KIMMEL PAGE TWO

CABOT SUPERMETALS, Boyertown, PA 1998 – 2007

Leading global specialty chemicals and performance materials.

Director of Global Operations (2005–2007)

Directed international and US locations with operations staff of nearly 500 in four plants. Managed plant managers with matrix responsibility for sales and marketing. Provided strategic direction and long range planning for global capacity requirements with focus on lowest cost of goods. Partnered with key global customers along with sales team to present manufacturing strategic plans and solidify customer relationships.Managed over $250 million in revenue with direct a manufacturing budget of approximately $90 million, plus strategic raw materials of approximately $100 million.

Reduced recordable injuries by over 57% andenvironmental incidents by 70%.

Managed manufacturing integration between the Japan and US. Identified opportunity to improve First Pass Yield and process cycle time in the Japan plant. Over $2 million reduction in operating cost and 5% increase in capacity throughput realized, resulting in deferring $12 millioninvestment. Working Capital reduced by $1M.

Reduced US costs by over 25% due to dramatic work rule changes.

Site Manager (2002–2005)

Managed plant operations and support services for a 400 employee site, in addition to $80 million annual operations budget, and $20 million capital for process improvement.

Implemented six sigma process controls for all plants that improved First Pass Yieldsfrom 25% to over 96%

($15 million) from 2002-2006.

Instituted a proactive labor culture within the plant. Reduced two bargaining units from 220 to 50 members. Doubled productivity while decreasing labor expenses over 50%.

Reduced OSHA annual recordables from 18 to 7 in 30 months.

Lowered total operating costs from $135 million in 2004 to $90 million in 2006.

Decreased labor costsfrom $36 million to $20 million bynegotiatingwork rule improvements.

Improved yield of raw materials by 2% that increased bottom-line contribution by $1.8 million.

Reduced salary costs by $400 thousand by eliminating layers and reorganizing supervisor responsibilities.

Chemical Operations Manufacturing Manager (2002)

Responsible for manufacturing intermediate product supplying global operations. Drove programs to improve product quality. Impurities were reduced to below analytical detection limits.

Wage role job classifications were successfully combined to improve worker flexibility and improve productivity.

Reengineered process throughput and increased output from 2.5 to 4.5 million pounds capacity. Additional $40 million revenue was generated; product quality improved in excess of 20%.

Senior R&D Manager (1998–2002)

Responsible for alternative material program direction including new R&D and the management of the IP.

Seven key patents were generated of which three were granted in US and pending internationally.

Over $3 million in royalties were received.

E. I. DUPONT, WASHINGTON WORKS,Parkersburg, WV 1990 – 1998

Corporation engaged primarily in biotechnology and the manufacture of chemicals and pharmaceuticals

Production Manager(1994–1998)

Managed production groups for three fluoropolymer plants, comprised of 70 employees with an operating budget of $30 million.

Zero recordable injuries sustained over a four year period.

Responsibilities included managing plant and personnel safety, environmental, manufacturing, costs, production volume and continuous improvement efforts.

Also participated on one global business teams and two US business teams.

Responsibilities were expanded in 1997 to include management oversight for a $30 million plant start-up.

JON KIMMEL PAGE THREE

Maintenance and Lab Manager(1990 – 1994)

Managed Plant Maintenance Groups of 40 employees with a $5 million operating budget in support of several fluoropolymer plants.

Responsibilities expanded to include management of product release laboratories for all fluoroproducts produced.

Maintenance costs were reduced each year, while plant up-time was improved.

Implemented maintenance excellence program for fluoropolymers plants and generated over $2 million in earnings. Received DuPont corporate award for accomplishment.

LOCKWOOD GREENE ENGINEERS,Spartanburg, SC 1989 - 1990

America's oldest professional services firm in continuous operation for industrial engineering and construction

Electrical Design Engineer

Provided project design for large security instrumentation systems to protect government owned nuclear production facilities.

E. I. DUPONT,Savannah River Plant, Aiken, SC

SC Government Facility for Production of Nuclear Materials

Project Engineer, Maintenance Supervisor, and Manager

Prior to Lockwood, held various positions in project engineering, maintenance supervision, and management of quality control groups with oversight for nuclear reactor safety. Supervised electrical engineers, first-line supervisors, electrical

and instrument mechanics.

EDUCATION

BSEE, Bachelor of Science – Electrical Engineering

Youngstown State University, Youngstown, OH

PROFESSIONAL ACTIVITIES

Maryland Industrial Technology Association, Board of Directors (2009-2015)

Community Advisory Panel (CAP) for Baltimore, MD (2008-2015)

Institute of Electrical and Electronics Engineers (1977-Present)

Pennsylvania Chemical Industry Council, Board of Directors - 2004-2007

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