Linda J. Hall

**** ******* ******* ***** *******, MI 49201 Email: acytfg@r.postjobfree.com

Cell: 517-***-**** Home: 517-***-****

OBJECTIVE

A senior management position in a company seeking a motivated leader to drive continuous improvement utilizing Lean and Six Sigma

to take manufacturing to higher levels of performance in safety, service, and productivity.

EXPERIENCE

Multi Packaging Solutions, March 2007 to present

General Manager Lansing (April 2014-present) Responsible for the Lansing Operations

Consolidate Lansing Divisions into one manufacturing location.

Responsible for all pre-manufacturing and manufacturing operations for the Lansing facility, including procurement, pre-press,

tag creation, planning, scheduling, plate making, manufacturing, quality, maintenance, pick & pack, shipping, and receiving for

a $125MM business

Increased EBITDA in Lansing after consolidation of divisions in first year from $9MM to $12MM with an increase in sales of

$1MM.

Increased EBITDA in Lansing (year 2 in role) by $1.8MM with a decrease of $1.3MM in sales.

Lansing Packaging Operations & Corporate Lean Director (October 2011-April 2014) Responsible for the Lansing Packaging

Division operations including Facilities and Supply Chain and the continued implementation of Lean concepts in 16 printing/packaging

facilities in the U.S. and Europe.

Increased Packaging EBITDA in the first year from 11.0% to 17.7% of Sales, on flat sales, increasing the bottom line by 54%,

$4.0MM (Jul 11-Jun 12).

Responsible for all pre-manufacturing and manufacturing operations for the Packaging Division, including procurement, pre-

press, planning, scheduling, plate making, manufacturing, quality, maintenance, pick & pack, shipping, and receiving for a

$60MM business

Reduced COPQ from 2.8% to 1.3% to 1.1% of Sales

Horticulture Operations Director & Corporate Lean Director (February 2009-September 2011) Responsible for the operations of all

Horticulture manufacturing and the continued implementation of Lean concepts in 15 printing/packaging facilities.

Increased Horticulture EBITDA in the first year from 9.2% to 12.8% of Sales, as sales declined by $1.2MM, increasing the

bottom line by $1.5MM (Jul 09-Jun 10), 2nd year improvement (Jul 10-Jun 11) to 13.6% EBITDA.

Led Lean implementations for fiscal year 2010, resulting in a savings of $5.8MM corporate-wide and $6MM in fiscal 2009.

Responsible for all pre-manufacturing and manufacturing operations for the Horticulture Division, including customer service,

estimating, tag creation, pre-press, planning, scheduling, plate making, manufacturing, quality, pick & pack, and shipping for a

$50MM business

Led the installation of new tag processing equipment leading to a daily capacity increase from 1 MM tags per day to 1.8 MM

tags per day

Reduced turn time from 20 days in tag creation to 12 days; from 8 days in grower manufacturing to 5 days; from 14 days in

floral manufacturing to 10 days.

Increased on time delivery by 10 percentage points due to reduced cycle times

Reduced overtime by 50% and use of temporary employees by 30% in busy season by implementing lean organizational

practices and visual systems

Reduced quality returns by 25% and quality complaints by 22% utilizing kaizen and six sigma teams

Decreased finishing goods inventory by 10% based on reduced cycle times and ABC analysis of over 28,000 active skus

Linda J. Hall

Corporate Lean Director (March 2007-February 2009) Responsible for the implementation of Lean concepts in 12 printing/packaging

facilities.

Led Lean implementations for fiscal year 2008, resulting in a savings of $8.5MM corporate-wide.

Responsible for movement of 42 major pieces of equipment to improve material flow; completed in 13 weeks, under budget

without disruption to customer service, achieving an annualized savings of $400K.

Implemented a visual scheduling system in folded cartons utilizing EPEI, heijunka, and FIFO lanes leading to a 75% reduction

in WIP and improved delivery performance from 70% to 95%. Implement modified system in multi-step insert folding process

resulting in improved delivery performance from 74% to 98%.

Implemented a replenishment system for stocked finished goods leading to an inventory reduction of $600K (40%).

Led sustained reductions in change over time of over 40% on numerous pieces of equipment, including printing presses (offset

& letterpresses), rewind stations, stitching equipment, & carton folders; freeing capacity.

Simplified order processing and planning for artwork changes, reducing the lead time from 13 days to 5 days.

Led training and implementation of 5S, SMED, Cellular Design, Visual Scheduling, Improved Office Work Flow, Leader

Standard Work and Quality Improvement kaizen events.

ADCO Products, June 1993 to March 2007

Director of Operations (September 2004-March 2007)

(April 2006 March 2007). Increased responsibilities to include the Evansville facility and continued responsibility for the Michigan

Center Operations.

(September 2004 April 2006). Promoted to take on responsibility for Michigan Center Operations and serve as a member of the U.S.

Business Management Team.

Responsible for managing manufacturing, engineering, quality, planning, scheduling, facilities, and logistics.

Implemented $750K in cost savings, reducing hourly headcount by 9%, overtime by 10%, inventory by 17% and expenses by

13.5%.

Trained 53% of hourly employees in Total Quality Leadership while attaining 5% productivity improvement on a 6% decrease

in volume.

Implemented 5S and visual systems throughout facility.

Implemented and obtained ISO 1400 certification and maintained a safety rate of 2.16 where industry averages are at 4.5.

U.S. Operations Manager of Enterprise Excellence (September 2003 September 2004). Promoted to take on responsibility for

continuous improvement in Michigan Center and Evansville facilities, utilizing Six Sigma and Lean techniques.

Set the vision for continuous improvement throughout the company; transitioning from a Six Sigma project based philosophy to

a broader Lean philosophy based on waste reductions with minimal capital investment, reduced labor and materials, and

improved flow. Six Sigma became a tool to solve problems on the Lean path.

Led implementation of lean in Michigan Center and Evansville, including training, facilitating, team participation,

implementation of productivity incentive plans, and weekly reporting to senior staff and corporate officers.

Reduced inventory levels $1.3MM (12%) over a 5 month time period, utilizing implementation of kanbans and visual

scheduling, while maintaining on-time delivery performance of 97%.

Increased productivity and capacity on Pipe and Vault Line, taking OEE from 50% to 70% within 3 months. Improvements

were seen in increased FPY, increased production rates, and reduction of downtime.

Increased first pass yield on Profile Line by 50% utilizing cell design modifications and line balancing to allow operators to

perform various functions in pace with the extruder.

Acrylic Operations & Technical Manager (November 2000 September 2003). Promoted to take on responsibilities for Operations

and Research and Development activities of UV-cured acrylic PSA in Michigan Center.

Business was not profitable and plagued with quality issues; implemented polymer process improvements and curing process

improvements to reduce quality returns by 58%, reducing costs significantly taking the business to 40% margin.

Set operating window for key process parameters increasing productivity by 50%, obtaining $80K in labor efficiencies and

$44K in scrap reductions.

Developed both gray and black tape formulations to propel entry into Window Assembly market.

Instituted field application lab, to better support and maintain new business in the Trailer Market ($600K annually).

Manufacturing representative in successful negotiation of the collective bargaining agreement.

Linda J. Hall

Implemented MRP in a 9-month process as operations coordinator, with responsibility for 4 major process areas in Michigan

Center, including Shop Floor Control, Capacity Planning, Material Planning, and Inventory Control.

Reduced hourly workforce by 40%, based on FPY improvements, while instituting a self-directed workforce.

Reduced late shipments by 82%, achieving 98% On-Time Delivery Performance.

Urethane Operations Manager (June 1999 November 2000). In charge of Operations for windshield installation adhesive and body

seam sealers.

Utilized six sigma tools with a focus on the customer to reduce quality returns by 95% totaling $600K annually and changing

the market perception of the product, leading to sales doubling.

Developed material ordering system to obsolete paper system in place and reduced stock outs by 80%.

Instituted self-directed workforce with off shift, reducing supervisors on the 3 shift operation from 3 to 2.

Reduced the hourly workforce by 50%, for a $200K savings, going from a 3 shift operation to 2 based on FPY improvements..

Senior Development Chemist (June 1998 June 1999). Developed adhesives and sealants for the Window Assembly Market

Formulated and Commercialized High Strength hot melt to be used as primary sealant in an insulated glass unit.

Developed Low Application Temperature PIB to be used as primary sealant in a dual seal insulated glass unit.

Development Chemist (June 1993 June 1998). Developed adhesives and sealants for the Automotive Windshield Market

Transitioned urethane technology from BASF to ADCO Products, from laboratory to production.

Developed and Commercialized high decking urethane windshield sealant.

Anderson Development Company, Subsidiary of Mitsui Chemicals

Chemical Technologist (September 1991- May 1993). Contract pilot scale-up operation for large chemical companies.

Support manufacturing of acrylic powder coating

Support manufacturing of SBR toner resin.

PATENTS

Conformable, heat-resistant, paintable acrylic-based adhesive tape, U.S. Patent # 6808775

Heat-resistant, paintable two-sided acrylic-based adhesive tape, U.S. Patent # 6852359

EDUCATION & SELECT TRAINING

Bachelor of Science, Major: Chemistry, magna cum laude Siena Heights College, Adrian, Michigan (May 1991)

Associate of Arts: Major: Mathematics Siena Heights College, Adrian, Michigan (December 1990)

Lean Expert, Honeywell

Six Sigma Black Belt, Honeywell/Allied Signal

Strategic Business Solutions, MMTC

Leading & Implementing Organizational Change, ATS Training & Consulting Co.

Total Quality Leadership Facilitator Training, ADCO Products

Selling on Value, Sales Training and Results, Inc.

Selling Skills, Sales Training and Results, Inc.

Radiation Curing: Ultraviolet Light & Electron Beam Technology, The Center for Professional Advancement

Measurement System Analysis, Jackson Community College

QS 9000 Internal Auditor, NIST/MMTC

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