Lee O. Jones

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

479-***-**** acsjb2@r.postjobfree.com

Objective

Obtain a challenging position where I can leverage my dedication, professionalism and experience to get results through my ability to build relationships while fostering effective communication to develop a dynamic, customer-centric team that operates at a high standard of excellence.

Core Values

(1) Productive & Efficient (2) Collaborative/Teamwork (3) Inspirational (4) Fun & Drama-Free (5) Family (6) Ethical & Respectful

Professional Experience

Paint Operations Manager, Kawneer-Alcoa – Springdale, AR 2009 - 2015

Efficient & Effective Operations – Led improvement to average daily production output on automated painting system by over 60% while improving labor efficiency and reducing rework (down 80%) and scrap (down 75%) on a continuously operating production line (4-shift, 24/7).

oAll scrap was segregated and packaged for shipment to recycling facility.

oEstablished and operated yearly budget process in a LEAN Manufacturing environment - 5S, Kaizen, Alcoa Business System (ABS - modeled after Toyota Production System-TPS).

oSet yearly/quarterly/monthly goals for departmental KPI’s.

Customer-Focused – Reduced customer returns by 85% and improved on-time delivery through the department. Very much “system focused” to insure teams are engaged to be successful and accomplished in meeting the customer’s needs

Talent Development – Led team of 49 direct reports, developing to promote from within team

oCoached three team members into supervisor roles while coaching and promoting others into key skilled positions within the department

oLed quarterly supervisory excellence training program for supervisors in all departments

oMember of plant lead team coaching and conducting Human Performance training in all departments (physiological-based approach to fixing safety/quality/production issues by root cause fix of the “system”)

oPerformed all performance management reviews for all direct reports

Team Building – Developed cross-functional team members to flex between production areas as demand dictated. Also utilized the L1 Meeting process to communicate, set goals, provide and receive feedback which improved morale and created a strong, high-performing team. Responsible for hiring, firing and performance management of all team members.

oResulted in maintaining the number of employees and not having to add new people during peak demand

oEmployee engagement scores for this team in FY14 was 88%, compared to Alcoa best-in-class of 83%

oIn each of the last four years, this team met or exceeded employee engagement best-in-class score for the plant as well as for Alcoa

oConsistently performed safe work in a very challenging solvent-based paint environment with zero environmental excursions and running multiple years with zero recordable injuries

Build & Develop Relationships – Initiated programs with vendors and production teams to maintain supplies inventories and reducing costs related to process shutdowns and emergency shipments of supplies

Business Judgment – Member of plant-wide team making assessments and decisions for quality-related issues in all departments. This expedited the decision-making process from “days” to “hours” for subjective calls on aesthetic product issues. Operated within the confines of OPEX auditing process (separation of duties, etc.)

EHS Focus – Established plant-wide template for Job Safety Analysis/Work Instructions for all tasks to be performed. Member of Plant Safety Lead Team. Plant Single Point Accountability (SPA) for portion of Environmental compliance assessment. Member of Plant Lead Team for Health Hazard Controls.

Influence & Communicate – Established L1 & L2 Meeting formats and led utilization of the Kaizen process for daily/weekly challenges to:

oIdentify opportunities for improvement

oInitiate active Problem Solving activities, utilizing 5-Why, Fishbone Diagram and/or A3 processes to define root cause and initiate corrective actions

oEngage team members’ participation in daily decision-making

oLed teams from Production, Engineering and Maintenance to establish PM and TPM schedules for equipment

Finishing Operations Manager, Kawneer-Alcoa – Hernando, MS 2002 - 2009

Efficient & Effective Operations – Recruited to oversee the installation and start up a $7M expansion of the plant operations that included an automated finishing line, operating three shifts, 6-7 days per week. This involved the recruiting and assembling a new team to train and staff to operate a highly technical, computerized system in a unionized work-force environment.

oIntroduced and trained all team members to operate new process safely. Had no safety nor environmental incidents during start-up or operation.

oCompleted project start-up on time and within budget.

oLed an unprecedented collaboration between Engineering, Production and IT to bring together the resources necessary to transition into full production.

EHS Focus – Responsible as the SPA for the plant-wide Fall Protection Program, including yearly audits/assessments of the Program. Achieved passing score in each audit.

oAchieved certification from Miller Equipment as assessment specialist for fall protection

oParticipated in the Alcoa EHS Auditor Program to perform audits in other Alcoa facilities

Customer-Focused – Participated in company-wide effort to redesign production planning to provide products to internal company distribution centers as well as outside customers along parallel flow-paths.

oSuccessfully delivered 90% on-time performance where the previous norm had been in the 70%-80% range.

Team Building - Established a new team structure & strategy, defined performance standards, & set measurable goals through partnership with peers, collaboration with senior team members, & customer needs/feedback. Built team into one of the most highly performing teams in the plant. Responsible for hiring, firing and performance management of all team members.

oFY 08 employee engagement score was 89% compared to Alcoa best-in-class score of 85%.

oResolved legacy employee issues that improved employee morale and trust with the workforce

Build & Develop Relationships – Eventually added other departments to my area of responsibility. Was responsible for the fabrication area as well as an existing finishing area. In all, had 6 salaried direct reports and over 100 hourly employees in my areas. Merged these areas into a synchronized reporting structure to give cross-functional assistance as support was needed.

oCross-trained leaders to learn other areas and fill in to provide more continuity of leadership

Talent Development – Planned meetings with teams and direct reports to review performance management and growth opportunities. Trained internal candidates for skilled positions and promoted from within at every opportunity.

Finishing Operations Manager, Vistawall Architectural Products – Greeneville, TN 2000 – 2002

Efficient & Effective Operations – Recruited to manage and lead the construction, installation and startup of a brand new extrusion/finishing facility on a 40 acre, undeveloped property. Was directly responsible for an automated anodize finishing line, fabrication line, wastewater treatment facility and paint line conveyor system start-up. This included hiring and training new employees, setting up and delivering training for safety, plant policy, and performance expectation, environmental permitting for solid and hazardous waste as well as air and wastewater permits.

oConducted job fairs in concert with local technical training facility and local university to identify and screen candidates for our business.

oDeveloped relationships with local and regional vendors for manufacturing supplies to set up competitive contracts

oCollaborated with local businesses to conduct emergency response “mock disaster” training with local authorities

Detail-Oriented – Performed key reviews of local/state/federal environmental permit parameter proposals to insure compliance with all statutes

oCoordinated multiple meetings with EPA officials, engineers, and technical industry resources to insure all phases of permitting were fully aligned

Talent Development – Planned meetings with teams and direct reports to review performance management and growth opportunities for all 70 direct reports. Trained internal candidates for skilled positions and promoted from within at every opportunity.

Finishing/Fabrication Operations Manager, Tifton-Alcoa – Delhi, LA 1983 - 2000

Efficient & Effective Operations – Initially hired as an hourly worker to become the Manager of automated paint system, one anodize finishing line, wastewater treatment facility and various fabrication processes providing products to architectural and automotive customers, including Toyota, GM, Ford and Chrysler, as a Tier One supplier.

oLed work teams consisting of over 100 employees, responsible for hiring, firing and performance management reviews as well as developing skills/talents for internal promotion opportunities.

oPrepared and delivered all aluminum scrap to on-site cast house facility for recycling into new billet for continued use

oSupplied fabricated parts (bumpers, bumper mounts, air bag switch housings and frame members) to Toyota, GM, Ford and Chrysler

oSupplied fabricated, precision-cut suspension parts to Arctic Cat for snowmobiles

EHS Focus – Responsible as the plant-wide SPA for the plant Mobile Equipment Program, including yearly assessments/audits of the Program by corporate. Achieved passing score in each audit.

Customer Focus – Transformed plant-wide operational planning to improve on-time deliveries to all customers from less than 70% to more than 96% during a Kaizen event in 1992. Engaged all points of planning from Sales to Production to achieve this success. Was a leader in the plant-wide team that pursued and achieved ISO 9001 certification, and also performed auditing to maintain such status.

Education, Skills, & Certifications

AS in Business Administration, Office Information Systems – 3.4 GPA (1999)

Northeast Louisiana University, Monroe, LA

Certified Trainer, Advanced Supervisory Excellence, (2012)

Development Dimensions International (DDI), Talent Management Consultants

Various safety & environmental certifications required for operations

Proficient in the Microsoft Office Suite of programs (Excel, Word, PowerPoint, Outlook, Access)

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