Mark C. Greenlund Home: 715-***-****

W*** Heath Lane Cell: 715-***-****

Marinette WI, 54143 acsquf@r.postjobfree.com

Objective

Overall objective is to be part of a world class organization and sustainable business entity. Obtain a senior level leadership position and be a true impact player. Skill utilization and the implementation of high impact actions are the keys to success. Possess a unique combination of skills and practical management experience which equate to rapid deployment of improvements. Root cause problem resolution is a strength. Lean, six sigma, KAIZEN, TPM, SMED and other subjects and tools must be applied in a practical fashion. Provide the proper drive, determination and most importantly management leadership vision to execute these actions.

Core Competencies

Casting, foundry, metal cutting/forming, heat treatment, welding, machining, assembly, chemical treatment, painting manufacturing experience

Lean facilitation and transformation leadership experience

Six sigma trained as a project champion and green belt

KAIZEN foundation roots and philosophy (measure, manage, improve)

Problem solving methodology following PDCA format and applicable tools

Project and construction management, project facilitation skills and major program launches, including new products

Development and deployment of strategic A3’s

Supply chain, inventory pull systems and vendor partnership experience

P&L knowledgeable with ability to analyze, impact and drive bottom line results

Management and leadership experience with up to 700+ associates (union & non union)

Excellent combination of practical experience and educational training

Leadership experience within the workplace and community networks

Professional Experience

Samuel Pressure Vessel Group, Marinette, WI General Manager Aug. 2015 to Nov. 2015

At Silvan, a division of SPVG is a design to manufacture pressure vessel division. Complete operations responsibility including safety, manufacturing, quality, maintenance, engineering, production scheduling and continuous improvement. Safety responsibility added to previous operations manager role to elevate safety focus in the facility.

Samuel Pressure Vessel Group, Marinette, WI Operations Manager Oct. 2013 to Aug. 2015

Scope includes ~$50,000,000 in sales and a non-union workforce of 370 associate. Tenure began in the midst of a union campaign where responsibilities included promoting anti union message and reversing employee morale issues. Union vote rejected representation in a 60/40 vote on 1/9/2014.

First full year achieved >10% productivity improvement in 2014 (Throughput / DL hours)

Safety improvements plant wide with a 30% reduction in frequency and severity OSHA recordable measures

Leadership development, training and skills matrix analysis (SWOT for leadership)

Improved plant wide on-time-delivery to > 90%

Upgrade and expand engineering resources including outsourcing coordination, upgraded engineering management personnel, recruit and replace

Overhaul of policies and procedure to promote discipline, accountability and enforcement

Staff development and overhaul, build strength, progression planning and mentoring weak performers

Systems Control, Inc., Iron Mountain, MI Manufacturing Plant Manager Feb. 2012 to Oct. 2013

The firm is a system integrator for electrical grid monitoring systems and integrated buildings for major utility and electrical transmission firms. Complete manufacturing responsibility for each business segment; panels, buildings and new project development. Direct reports include logistics, engineering, production management and project engineering teams totaling twelve (12). Scope includes ~$110,000,000 in sales and a union workforce of 250 union associates (IBEW). Lean facilitator and training leader for union work force as part of monthly town hall meetings held on each shift.

Short term summary

Re-invigorated GEMBA production floor talks/walks, focused on safety, quality, delivery and cost (SQDC)

Achieved highest proactive safety (BBS) participation rates in company history (90+%)

On track to achieve back to back years (’12 & ’13) with rework reduction rates of 20+%

2012, achieved 15% sales growth, with minimal added staff (7%) and reduced overtime hours worked by 41%

2013, reduced in-house inventory by 33% creating faster product velocity and increased throughput (+44%), 2013 achieved 15% sales growth with a reduced headcount

Established visual management techniques, floor level meetings, daily reviews and employee involvement

Helped guide division through EBITDA turnaround, reversed four years of declining rates, in 2013 achieved a 30% increase in EBITDA (9.9% to 13.0%), leading monthly pro-forma reviews to check/adjust toward profitability (PDCA).

Karl Schmidt Unisia, Inc. Marinette, WI Operations Plant Manager 2010 to 2011

Tier I supplier for gasoline and diesel engine markets. Responsibilities included plant and operations management of an 840+ person facility with over $170,000,000 annual sales. Tenure began following a $9,300,000 EBIT loss in 2009. Cost savings, reorganization and a return to profitability were short term challenges. The 2010 turn around result was $4,900,000; $14,000,000+ turn around.

2010/2011 summary

World class ppm rating of 22 with a 15,000,000 unit sales base (2010)

In house scrap reduction efforts, linked to external risk through PFMEA reviews

Thorough analysis of customer complaints with Poke-Yoke focus, included customer visits with detailed review of action plans

5.0% plant wide productivity improvement (2010)

OEE improvement focus, performance vs. availability

TPM and downtime/failure analysis focus, repair and prevent (or proactively predict)

111% improvement in inventory turnover (2010)

Implemented review and analysis of raw, WIP and FG while maintaining OTD

oExcellent delivery rates to major OEM’s maintained, some with 15 minute windows of availability

Visual KANBAN’s created with calculated min/max levels to achieve targets level load targets

Lean transformation facilitation and foundation training (2011)

Led two successful lean transformation and KAIZEN training events with assistance of outside consultants

Streamlined flow, layouts improved, batch processes linked, line balancing events, created line of site to adjacent operations

5S and TPM pilot projects sustained (2011)

Led plant wide implementation with follow up audit program and reward system to create competition

Karl Schmidt Unisia, Inc. Marinette, WI Manufacturing/Business Team Leader 2002-2010

Responsibilities include supply chain planning, scheduling, foundry and precision machining production, warehousing and distribution of products throughout the world for two major diesel engine/tractor manufacturers. Business team consists of the manufacturing team leader, sales account managers (2) and application engineers (3). Manufacturing team consists of approximately 200 associates and responsible for nearly $100,000,000 in sales annually (annual plant sales near $225,000,000)

Accomplishments

3 year improvement in manufacturing margin of $6,000,000 from 2003 to 2006

Reduced in house off quality nearly 20% in 2004 and 15% in 2005

Improved productivity over 40% in 2004 & nearly 10% in 2005

Supported dramatic increase in volume minimal added head count, 90% increase in units produced, 25% growth in work force

Inventory turns improved over 27% in 2004 & 11% in 2005

Implemented various lean tools and KAIZEN philosophies to substantiate financial turnaround

Utilized 6 sigma project teams to spur off quality reduction efforts in foundry operations

In 2004, return on capital employed (ROCE) and EBIT positive for the 1st time in over three years

Successfully managed major capital projects in 2005 and 2006 to add 10% in sales volume with no increase in direct labor or overhead staff. Necessary to support a financial turn around in business unit caused by failed design of a new product, unsuccessful launch. Led a $4,500,000 turn around from 2007 to 2008, utilizing improvement skills, financial statement analysis and modeling.

Assigned added team leadership responsibilities to launch new patented product (SteekteKS®) and technology. Products planned for new market penetration and utilize new manufacturing technologies. The new assignment entailed significant problem solving skills, customer orientation, leadership skills and quality deployment foundations. Current investment was ~$10,000,000 and an added $8,000,000 planned.

Karl Schmidt Unisia, Inc., Marinette, WI & Ft. Wayne, IN Continuous Improvement 1993 – 2002

Technical Director Foundry Operations

Managing foundry engineering staff of ten (10) or more manufacturing and metallurgical engineers who technically support the foundry manufacturing operations..

Implemented key foundry production processes and improvements to establish the lowest world wide quality levels in 2001 when benchmarked against plants in US, Europe and South America. Work jointly between operations in Marinette (non union) and Fort Wayne (union UAW) facilities.

Led and facilitated cross functional teams which implemented plant wide TPM (total productive maintenance) program and implemented associate suggestion system.

Karl Schmidt Unisia, Inc., Marinette, WI KAIZEN Team Leader 1989-1993

Led a group effort to begin the KAIZEN movement at Karl Schmidt Unisia, Inc. The position had a direct reporting line to the Atsugi Unisia VP of Planning at the Marinette Division. Tasks included internalizing the Japanese KAIZEN system at the Marinette Division.

KSG Industries, Inc., Marinette, WI Foundry Quality Assurance Manager 1987-1989

Central Melt Supervisor

Off Shift Production Supervisor

Howmet Turbine Components Corporation Project Engineer 1986–1987

Whitehall, MI & Dover, NJ Metallurgical Engineer

Education

University of Wisconsin Oshkosh Oshkosh, WI 2005-2009

Master’s degree in business administration (MBA), focus/emphasis in finance.

Michigan Technological University Houghton, MI 1981-1985 Bachelor of Science degree in metallurgical engineering and material science.

Affiliations

Marinette Menominee Area Chamber Of Commerce

Past President, 2006 - 2007 Fiscal Year

President, 2005-2006 Fiscal Year (Merger year of two separate inter-state entities)

Executive Board Member, 2002-2004 Fiscal Year

Excellent character references and salary history can be supplied at your request.

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