*** ********** *****, *********, ** ***** - Cell 205-***-****

Donald Gary Webb

Skills Summary

Manager/engineer with extensive experience in quality control, continuous improvement, and problem solving. Excellent background in applying lean manufacturing principles to improve quality and reduce costs in the manufacturing process. Extensive training, excellent verbal and written communication skills, computer expertise, and eagerness to learn.

Experience

May 2015 – present WD Associates, Inc. Whiteford, MD

Nuclear Licensing Engineer – Tennessee Valley Authority - Browns Ferry Nuclear Power Plant – Athens, Alabama

Contract work on License Amendment Request (LAR) for Browns Ferry Nuclear Power Plant (BFN) to increase power from 3458 megawatts thermal (MWt) to 3952 MWt.

Validated the LAR adhered to task reports prepared by General Electric Hitachi Nuclear Energy, Areva Nuclear Fuels Incorporated, and Tennessee Valley Authority.

After LAR submitted to Nuclear Regulatory Commission (NRC), prepared and validated response package to additional information requested by NRC to support the request to increase thermal power.

Revised Final Safety Analysis Report for BFN to reflect the increase in thermal power.

August 2007 – April 2015 Goodyear Tire & Rubber Company Gadsden, AL

Senior Industrial Engineer

Responsible for developing standard work and implementing and tracking standards on all jobs in a United Steel Worker’s plant.

Developed standards using the “MOST” time-study system for work measurement.

Implemented standards and performance tracking databases for each operation in the mixing, extruding, calendaring, cutting, and apexing departments.

Developed and maintained plant capacity and capability management tool to ensure plant could achieve weekly production ticket.

Implemented methods improvements, resulting in labor reductions and cost savings of over $540,000 In 2014.

Used Flexsim simulation software to simulate trucking routes, combining two trucking operations and resulting in a labor savings of $320,000 per year.

Developed process for weekly production ticket update in Plant Capacity & Capability Management Tool (PCCMT).

Developed Microsoft Excel database to track operator performance daily based on inputs on production and down time.

Developed procedure to update PCCMT with new tire code(s) through a file transfer protocol down load of the plant bill of material.

Developed database to track operational performance for the Milliken Plant Optimization Team.

Led the High Efficiency Line Team and report out to Milliken Plant management weekly.

Gave a plant tour/presentation to Alabama Governor Robert Bentley in August 2011.

Continuous Improvement Specialist

Responsible for identifying waste in the production facility and developing Kaizen teams to solve these waste issues.

Developed value stream maps of the plant to identify bottlenecks in the production process.

Conducted day one training and led week long Kaizen events to correct issues identified in the value stream map.

Led over 18 events resulting in waste reduction, standard work creation, “5S” (Japan-developed work organization system), set-up reduction, work in process reduction, and productivity improvements.

Developed method to reduce changeover time on side wall extruder from 15 minutes to 10 minutes. Updated standard work procedure to reflect improvement.

June 1987 – August 2007 Batesville Casket Company Batesville, IN

Quality Control/Continuous Improvement Manager – Manchester, Tennessee, Plant (1999 – 2007)

Responsible for implementing projects, processes, and Kaizen events to insure all quality and continuous improvement metrics were achieved.

Managed quality control/continuous improvement department for entire Manchester Operation. Supervised six salaried employees in a two shift union environment with over 400 hourly associates.

Key role in Manchester Operation achieving INDUSTRY WEEK’S ten best plants in North America award in 2004.

Applied lean manufacturing (Single Minute Exchange of Die) principles to achieve three-minute die exchange on injection molding machines.

Instituted job instruction, standard work procedures, and 5S zones on each job in the plant.

Led root cause analysis on policy deployment tracking metrics and key performance indicators for quality measures.

Reduced cost of quality non-compliance measure over 300% during a five-year period.

Reduced manufacturing field returns by 48% and production hours per unit by 28% from 2001 to 2007.

Balanced plant during seasonal demand fluctuations.

Led teams to reduce scrap and unavoidable material loss in fabric processing department.

Quality Control/Production Manager – Batesville, Mississippi, Plant (1996 – 1999)

Responsible for achieving daily production volumes and insuring all quality metrics were achieved.

Managed quality control and production departments for plant operation. Staff included five salaried supervisors, two salaried quality engineers, and 230 hourly associates.

Reduced quality rejects and improved plant efficiency while working 1.5 million man hours without a lost work day incident.

Implemented statistical process control, process controls, and auditing functions to correct/improve productivity quality issues.

Project Engineer – Manchester, Tennessee, Plant (1993 – 1996)

Responsible for all engineering functions for sewing department and rubber gasket plant.

Managed projects resulting in cost reductions of $330,000 in purchased direct materials.

Responsible for maintaining all bill of material (BOM) labor standards and implementing projects to reduce direct labor in the manufacturing process.

Industrial and Quality Engineer – Batesville, Mississippi, Plant (1989 – 1993)

Responsible for maintaining BOM labor standards, implementing projects to reduce direct labor in the manufacturing process, and process engineering projects to achieve quality metrics.

Managed capital projects resulting in labor and material savings.

Use of methods analysis and ergonomics to increase efficiency and improve operator safety at the work station.

Selected Engineer of the Year – 1990.

Engineering Management Training Program – Campbellsville, Kentucky, Plant, and Batesville, Indiana, Plant (1987 – 1989)

Two-year training program designed to expose graduating engineers to many facets of Batesville Casket Company Operations.

Industrial Engineer responsible for maintaining labor standards, up-dating BOM labor entries, and achieving budget labor reductions.

Production supervisor responsible for supervising 25 United Auto Worker Union production associates, achieving production volumes, and meeting budgeted cost goals.

Robotics Engineer responsible for implementing a tufting robot in the Interior Department.

Business Rotation – Exposure to sales, human resources, strategic planning, finance, and logistics business units.

Education

June 1987 Auburn University Auburn, AL

Bachelor of Industrial Engineering

Training

Japanese Study Mission (2 weeks in Japan with Shingijutsu Company)

Kaizen Lean Manufacturing

Statistical Process Control

JD Edwards

Six step problem solving (causal factors analysis)

Policy Deployment

Introduction to Quality Engineering (ASQ)

Hillenbrand Industries Core leadership program

Hillenbrand Business System

MOST Certified (causal factors analysis)

DMAIC Training (causal factors analysis)

Flexsim Simulation Software Training

Milliken Plant Optimization Training

References

References are available on request.

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