Alex Hughes

***** *. ***** ****

Oregon City, OR 97045

Cell: 971-***-****

EDUCATION

The University of Tennessee

Bachelor of Science Industrial Engineering

KNOWLEDGE BASE

Management of Professionals and Hourly

Quality Management

Six Sigma Tools

Lean Manufacturing

Cost Accounting

Capital Plan/Budgets

Sales and Cost Forecasting

Departmental Budgets

Electronic Pick and Place

Mil Solder Std’s

Die Casting

Plastic Injection Molding

Punch Press

ITAR

DFMEA

PFMEA

ISO/TS 16949

PROFESSIONAL EXPERIENCE

GERBER KNIVES (FISKARS)– PORTLAND, OR AUGUST 2013 –AUGUST 2016 Director of Operations August 2013-August 2016

As Director of Operations, I was responsible for all the day-to-day manufacturing operations, safety, maintenance, and quality of product in the Portland, Oregon, facility. The manufacturing operation consists of 4 supervisors and over 100 hourly employees between 2 shifts which produces over 80,000 components per month. My responsibilities included managing a $7 million annual expense budget and

$2 million capital budget.

My daily responsibilities required that I review and maintain metrics to measure the productivity and delivery of product being shipped to Gerber customers. The cross-functional production team is a combination of manufacturing and planning professionals coordinating the flow of product in the plant. Once a year our team developed a 3 Year Strategic Plan which includes manpower requirements, capacity planning, capital projections and employee engagement activities. The strategic plan is driven down to a lower level of detail to establish goals and tasks to ensure the plan is executed. My position worked closely with the financial department to assure all products are meeting their expected costs. All cost variances must be identified and explained at the end of each month to determine the causes and the corrective action plan. Major Accomplishments

Within the first 2 months of my hire date at Gerber I started monthly meetings with the hourly employees to update them on production metrics as well as upcoming projects. The meetings supported the company’s goals of a more positive employee engagement. Implemented a more structured Lean practices for the manufacturing area. A plan is in place to conduct Kaizen events each week to improve the processes and reduce both direct and indirect costs. Implemented Process Control Plans to improve the quality of products in each area. The plans include specifications, equipment and a corrective action plan if the process is not in control. The production staff is instrumental identifying and implementing cost

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reduction projects which resulted in over $1 million reduction in expenses. Currently implementing a 3rd shift to accommodate an increase in capacity .

EATON (COOPER BUSSMANN SUREPOWER) – PORTLAND, OR JULY 2011-AUGUST 2013 Plant Manager January 2012– August 2013

Major Accomplishments

During my short time as Plant Manager, the on time delivery of the plant increased from 85% to 95% by managing the production and sales orders in cooperation with the planning department. Led a cross functional team to reorganized the assembly department into Lean Manufacturing area that increased the department’s productivity to be consistently between 95-100%. Manager of Manufacturing Engineering July 2011 – January 2012 As Manager of Manufacturing Engineering, I was responsible for the development and maintenance of all manufacturing processes in the Portland, Oregon, operations. Major Accomplishments

Focused the manufacturing engineering team on Lean techniques to increase the productivity of the manufacturing operations and mentored the team on the importance of PFMEA’s. Also mentored the Design Engineering team on the importance of the DFMEA’s and the relationship between the DFMEA’s and PFMEA’s. Conducted training classes in other COOPER facilities on the PFMEA’s implementation and relationship with continuing improvements. Aligned the Manufacturing Engineering, Test Engineering, and Quality departments into a cross functional team working with the Design Engineering group to expedite the production release of new products. I was the project manager in the Portland facility to transfer the products to the facility in Mexico.

WILLIAMS CONTROLS – PORTLAND, OR FEBRUARY 2005-JULY 2011 William Controls is a supplier of electronic throttle control pedals for the heavy truck and off-road industry. The Portland and China facilities supply throttle control pedals for 98% of the North American heavy-duty trucks and 20% of the European truck industry.

Manager of Manufacturing Engineering

As Manager of Manufacturing Engineering, I was responsible for the development and maintenance of all manufacturing processes in the Portland, Oregon, Suzhou, China, and Pune, India, operations. Major Accomplishments

My team successfully transferred four mature product lines and new products to the China facility which began in 2005 and continues to the present, this included the transfer of a major sensor and manufacturing assembly line to the China facility. From 2007-2008, along with having the responsibility of directing the Manufacturing Engineering (“ME”) Department, I was also responsible for the Research and Development of the electronic sensors that are an integral part of the throttle control of the pedals. Led a team of engineers who developed a standard Lean Manufacturing cell for Williams Controls that is used as a footprint for all new manufacturing processes in the China facility and was implemented in the new India facility which started production in 2011. The cell includes the use of extensive Poka Yokes which are linked to PLC’s which monitor the process flow of the product to reduce the occurrence of errors. The Poka Yokes vary from simple proximity switches to complex camera recognition systems. The PLC is linked to the plant’s ERP system to automatically download the current job requirements for each cell which can be monitored from any computer on the plant’s network.

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L-3 COMMUNICATIONS - KDI PRECISION PRODUCTS INC. Cincinnati, OH May 1999 –June 2004 L-3 Communications/KDI is a designer and manufacturer of both electronic and electro-mechanical assemblies for the commercial and military markets. Director of Manufacturing Engineering

Reporting areas included Manufacturing Engineering, Industrial Engineering, Environmental/Safety and the Maintenance Departments. These departments were responsible for the manufacturing processes and the development of new processes, as required. The departmental personnel were involved in daily production, quality, and scheduling issues. Besides having the responsibility of leading the Manufacturing Engineering Department, I was given the opportunity to be the Lead Engineer for the Self-Destruct Fuze Automation Assembly Line.

Major Accomplishments

Coordinated and led an engineering effort to install and debug three high rate, fully automated production lines for the assembly of an electronic Self-Destruct Fuze. The Manufacturing Engineering Department was responsible for startup and initial production quantities. The automated equipment was capable of producing fuzes at a production rate of 1 every 2.5 seconds. The automated line included camera recognition systems, laser marking, laser soldering, ultrasonic welding, bowl feeding, robotic handling, and other basic functions. During the debugging process many Six Sigma tools were utilized to resolve the initial startup problems.

During the startup of the Self-Destruct Fuze production line, the supplier of the power source (battery) of the fuze defaulted on their contract. I was assigned a team of engineers to develop a fully automated production line to produce a lithium reserve battery which was an integral part of the Self-Destruct Fuze. The team reviewed equipment design concepts and requirements which later evolved into a government contract award for the high volume battery production. Implemented a formal cost reduction program which tracked projects that increased profit by $500,000. The cost reduction programs included improved operator efficiency, material reductions, and improved material handling.

Outside my normal duties I was requested to lead a cross-functional team, which was responsible for upgrading the manufacturing software (CinCom) and improving the user interfaces. The charter of the team was to identify testing requirements for the new software, test the software, and to instruct the users on any changes.

The ME Department developed a completely new production line which assembled highly sophisticated electronic fuzes for the military. The product line included both semi-automated equipment and manual operations to produce the Multi Optional Fuze Artillery (“MOFA”) fuze. The MOFA production line was approved for production and exceeded the expected capacity rate. BALLUFF, INC. Florence, KY

Engineering/Manufacturing Manager

Balluff designed and manufactured sensors for the Industrial Controls Market. Major Accomplishments

During the first two years of employment at Balluff my major objective was to develop an Engineering Department and the transfer of three major products lines from the European operations to the United States. During this time the Engineering Department also developed new products for the United States market.

Successfully transferred three product lines from the Hungarian and German operations to the United States. The transfer involved the coordination of all departments in the United States operation as well as the Manufacturing Departments in Germany and Hungary. The Engineering Department had complete responsibility for the purchasing of new equipment, training of operators, and material planning during the transfer.

Due to past experience with the ISO 9001 review process, I was a key contributor to the successful implementation of a quality system and ISO certification.

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Headed the implementation of a Kanban inventory system in the Manufacturing Operation to reduce process times and in-process inventory. The Manufacturing Operation experienced a 15-23% reduction of in-process inventory and a 10% reduction in touch labor. EATON CUTLER-HAMMER Asheville, NC

Eaton designed and manufactured electronic and electro-mechanical sensors for the Industrial Controls Market.

Supervisor of Industrial Engineering

Major Accomplishments

Primary engineer responsible for all aspects of the ISO 9000 certification as it applied to the Engineering Department. The plant successfully obtained the ISO certification with the highest score in the corporation.

Developed the first electronic database to control all documents for the plant. Implemented a departmental product responsibility concept, which increased productivity by 20%. Capital Equipment Justification. Solely responsible for a strategic capital plan, which resulted in a three year $5 million product redesign and automation plan. Departmental responsibilities included:

Maintaining and controlling all plant drawings, routings, and publications Reviewing and updating of UL/CSA files

Maintaining plant work measurement standards (MTM) Financial Analyst (Accounting)

Responsible for updating the standard cost of each product line, planning departmental budgets, controlling the capital budget ($2 million per year), and reviewing and submitting all capital appropriations. Promoted to Supervisor Industrial Engineering.

Industrial Engineer

Responsibilities included the maintenance of the incentive work standards and the capital appropriation plan.

Promoted to Financial Analyst Accounting Department OLIN CORPORATION Pisgah Forest, NC

Ecusta Paper is a major supplier of cigarette paper and cellophane to the tobacco industry. Industrial Engineer

Industrial engineer responsible for a $3 million expansion project that involved layout designs, equipment justification and selection, and material handling methods. Area Industrial Engineer responsible for Ecusta Fiber Operations which encompasses North Dakota, South Dakota, and Central Canada.

Participated in a $3 million capacity increase for the Fiber Operations which involved recommending material handling equipment, warehouse layout and site location, and reviewing capacity requirements. PROFESSIONAL ORGANIZATIONS

Institute of Industrial Engineers

Society of Manufacturing Engineers

COMMUNITY SERVICES

PERSONAL INTEREST

Photography, tennis, horseback riding, travel, Oregon Humane Society Volunteer, and Sound Equine Options

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