Manager Plant

MARK ARCHIBALD

C.P.I.M. (APICS), Six Sigma Black Belt

**** *. **** **. *. (C) 316-***-****

Wichita, KS 67212

acxw4j@r.postjobfree.com

SUMMARY

Experienced Plant Manager with more than 25-years experience in all functions of manufacturing and plant operations. High-energy, results-oriented leader with excellent interpersonal skills. Knowledgeable and practical business strategist with direct experience in P&L budgeting, Lean manufacturing, profit improvement, ISO 9002, Six Sigma, and management of change including major growth and introduction of new technology.

PROFESSIONAL EXPERIENCE

KOCH-GLITSCH, Wichita, Kansas Dec 2015-Oct 2016

A global leader in the design, and manufacture of mass transfer, mist elimination, and liquid coalescing equipment for the refining industry

Fabrication Supervisor

Responsible for 50-employees in a non-union, Fabrication Department. Oversee operation of all processes, (Shears, Punch Presses and Brakes)

Improved communication and morale by supporting and enhancing employee involvement programs, resulting in the submission of 40-cost saving ideas from the floor

Led teams in the completion of 12-different 5s initiatives in plant

Improved the efficiency, accuracy and traceability of new employee training by creating a training matrix with hyper-links to controlled procedures

BODYCOTE, Wichita, Kansas Jan 2014-Oct 2015

A global provider of subcontract thermal processing services, with 190 locations and 5,000 employees

Plant Manager

Responsible for 100 employees, including; the Heat-treat process, Scheduling, Shipping and Receiving Departments

Improved on-time delivery, by implementing “Visual Tag System” for building and scheduling furnace loads

Improved plant lay-out and housekeeping, by driving 3-Major 5s initiatives

Earned my certification as a Qualified Furnace Operator

HMDUNN AEROSPACE, Wichita, Kansas May 2010-Sept 2013

A leader in the global distribution of superior quality aircraft components, kits and assemblies

Operates over 300,000 square feet in Wichita, St Louis and Euless, TX

Continuous Improvement Manager

Responsible for all Lean activities (All 3-divisions)

Facilitated more than 30-Kaizens in Wichita, St Louis and Euless plants

Created and tracked metrics to ensure sustainment of gains

Realized $300,000 annualized savings to bottom line

Production Manager

Responsible for 50 employees in a 4-shift, 24/7, non-union, manufacturing plant. Oversee operation of 80 high speed machines (3,4,and 5-axis), assembly, and deburr.

THE COLEMAN COMPANY, Wichita, Kansas Dec 2006 – July 2009

Senior Production Manager, Plastics

Responsible for 300 employees in a 3-shift, non-union, manufacturing plant. Oversee operation of 30 Blow mold machines, 11 Rotovacs, and 14 assembly lines.

Improved annual plant efficiency by 8.1% in 2007

Completed Six Sigma Black Belt project to yield a $250,000 savings

MID CONTINENT CABINETRY, Newton, Kansas Sept 2004 – Nov 2006

Specialty-Manufacturer of kitchen and bath cabinetry, with annual sales of $265M. (5th largest in the USA)

Plant Superintendent

Report to Plant Manager. Responsible for 800 employees in a 3-shift, non-union, manufacturing plant. Direct reports include Door Building Manager, Finish Manager, and Assembly/Shipping Manager. Led the team that accomplished the following:

Improved Productivity by reducing our HPU from 1.80 to 1.65

oImplemented Lean methods (Cellular work stations & 1-piece flow)

Invested a portion of the efficiency gain in the addition of 5 indirect positions, improving our Quality and Communication

Implemented a Balance Board to track and control plant schedules

Set up and administered daily meetings to review key metrics & communicate between Shifts

Set up a Storage / Retrieval System in order to recover excess inventory. ($500,000 savings annually)

GREAT PLAINS INDUSTRIES INC., Wichita, Kansas June 1999 – Sept 2004

Leading manufacturer of high quality Pumps and Meters for industrial and agricultural use, with annual sales of $20M.

Vice President of Manufacturing

Report to President / General Manager. Responsible for an 85-person, 2 shift, non-union, manufacturing plant. Direct reports include Assembly Manager, Machine Shop Manager, Injection Molding Manager, Warehouse Manager, QA Manager, and Safety/Facilities Manager.

Developed performance-tracking graphs for all critical areas of plant, including, Operating Expenses, Direct Labor, Overtime, Inventory Accuracy, Quality, & Safety

Achieved a labor efficiency improvement of 2.4%, 2.7%, 6.8%, and 4.6% for the last 4 years, respectively

Accomplished Vertical Integration of Injection Molding, Paint, and an additional Machining Center

Successfully managed the implementation of a Backflushing Inventory System

Implemented a Calibration Tracking System

Enhanced and expanded GPI’s Employee Involvement Program

SAFELITE GLASS CORPORATION, Wichita, Kansas Mar 1979 – Nov 1998

World’s largest replacement auto glass manufacturer and distributor, with over 650 retail automotive glass stores and $4B in annual revenue.

Plant Manager

Reported to Corporate Senior Vice President. Total operational and financial responsibility for a 200-person, 3-shift, non-union, windshield manufacturing plant producing 750,000 units per year with annual budget of $25M. Direct reports included Production Manager, HR Manager, Controller, Quality Manager, Engineering Manager, and Safety Administrator.

Successfully managed a 510% increase in production over a 15-year period while consistently exceeding quality, output, and cost goals

Expanded plant from 40,000 to 150,000 sq. ft / designed “horseshoe layout” creating a more efficient process flow

Consistently achieved a CPU $3.00 lower than sister plant, while producing the same mix and lower volume

Achieved a 33% increase in efficiency creating a savings of $1M/year by performing a zero based labor study, streamlining tasks, reducing overtime, and eliminating the “3 shift overlaps”

Increased product yield from 89% to 92% by implementing defect tracking systems and problem solving methods resulting in savings of $700,000/year

Consolidated 2 facilities by merging flat glass with the bent windshield process, saving the company $100,000 per year

Served as company trouble-shooter/advisor accepting multiple assignments to sister plants for quick assessment and turn around

Led the pursuit and attainment of ISO 9002 Certification in only 14 months

Installed state-of-the-art processes, including robotics, CNC cutting, and automatic silk screening reducing customer returns by $500,000.year

Managed the conversion from a manual inventory tracking method to a computerized “shop floor” system

Converted plant to JIT inventory which reduced daily “work in process” units from 20,000 to 7,000 (days of supply from 9 to 4) freeing up $390,000 in working capital as well as 25,000 sq.ft. of floor space

Developed the plant safety program, protective equipment, and lock out tag out system which reduced the lost time accident rate to 1.8 per 200,000 man hours worked (National average for the glass industry is 3.5.)

Eliminated lead-based ceramic paint, resulting in $70,000 annual savings in hazardous waste.

EDUCATION

Black Belt in Six Sigma

C.P.I.M. (APICS)

Attended Wichita State University

COMPUTER SKILLS

Working knowledge of Windows, Word, Excel, Syteline, PowerPoint

References Available Upon Request

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