Mark Hebrank

*** ***** ****** ******: 412-***-****

Leechburg, Pennsylvania 15656 adib91@r.postjobfree.com

Summary

A results-oriented Project Manager utilizing practical management experience in continuous process improvement initiatives in diverse industries such as oil and gas, aerospace, telecommunications, food and beverage, office/ administrative, ore mining & refining, pharmaceutical, and manufacturing. Applies comprehensive knowledge of project management techniques to strategize, govern, educate, and coach clients through the process of delivering a successful outcome. A skilled mentor and mediator who brings out the best in team members to exceed business goals and targets. Manages large, complex client engagements in the U.S. and abroad (Canada, U.A.E., United Kingdom, The Netherlands, Australia, Jamaica and China).

Core Competencies

Lean Manufacturing Organizational Design & Development

Process Redesign & Implementation Change Management

Multi-Site Project Management Inventory Management

System Design & Implementation Asset Management

Supply Chain Problem Solving

Professional Experience

Independent Contractor 2011 - Present

Catalyft, LLC. – New York, New York November 2019 – March 2020 Senior Specialist – Enterprise Excellence

Led a Lean Manufacturing Initiative for a sleep products manufacturing company

Created a visual factory, balanced lines, and improved material process flow

Increased schedule attainment from 82%to 96%, increased output by 30%

Decreased quality defects from 1.5% to 1.0%

Operance Consulting - Schaumburg, IL June 2019 – November 2019 Senior Process Consultant

For an oil and gas industry electrical vendor, reviewed/developed improved HR processes insuring that we have a successful technological solution implementation for the future Human Capital Management System. Confirm the features provided by Ultimate Software meet the department’s needs

Supported the implementation of warehouse management processes in each of the branches to ensure they had the required parts with the required quantity to service clients Stractics Group – New York, New York July 2018 – January 2019 Senior Project Consultant

Optimized the warehouses for two large aluminum smelting plants in the U.A.E.

Engaged as a member of the PMO Committee that had oversight on developing the overall end to end process. There were 20 initiatives across 4 areas; Inventory, SAP, Warehouse, and Process

Led cross-functional teams to improve processes with regards to increasing pick density, delivery schedules, material packaging and other processes impeding increased productivity

Matched resources with activity-based planning

Catalyft, LLC. – New York, New York June 2016 – April 2018 Senior Specialist – Enterprise Excellence

Redesigned the Integrated Product Development Process for a defense contractor to streamline time to market and reduce rework costs across 6 business areas

Led cross-functional design teams to create a collaborative development process between Program Management, Engineering, and Operations from proposal to program closeout

Developed training material to roll out the process implementation across the organization

Supported the transition of the 3 training modules from instruction-based to a computer-based Platform. Designed tools to audit the process and identify impediments to sustainability Mark Hebrank

Stractics Group – New York, New York February 2016 – April 2016 Project Manager

Led a team of consultants and client resources on a Strategic Capacity Planning Project at a major insurance company in U.A.E.

Developed over 40 capacity planning models across the entire organization

Led process mapping sessions to define the end to end process for the 5 lines of business

Identified and quantified the opportunities impeding in each department The Highland Group – Dallas, Texas September 2013 – December 2015 Project Manager

Led a team of consultants in an initiative at the largest seafood processing plant in North American, located in the Aleutians, resulting in increased productivity valued at $11M annualized. There were 4 workstreams; Operational Excellence, Maintenance Optimization, Leadership Training, and Leadership Alignment.

Balanced the processing lines based on takt time analysis. Crewed the plants accordingly

Developed an operating system to manage the production process and flow of the lines

Increased the up-time of the Baader machines through development of PM programs, maintenance best practices and root cause analysis

Implemented 5S program in parts warehouse and created min./max. levels for parts through ABC analysis

Developed the material for management skills training and trained 103 multi-national Leads, Foremen and Managers

Kelmic Consulting – Vancouver, British Columbia February 2013 – July 2013 Project Manager

Led a team of 6 consultants in a leadership development engagement with a principal Canadian oil and gas service provider to develop leadership skills at the C-level

Designed training content introducing strategic leadership practices and organizational behavior training concepts to prepare candidates for succession plan opportunities

Coordinated the development and management of 10 client cross functional, teams across Canada, US, and Australia, to enhance revenue and resolve back office and operational processes impacting the organization

Client team members demonstrated learned leadership skills while participating in teams solving problems The Powers Company – Gainesville, Georgia July 2012 – February 2013 Project Manager

Mentored, developed and led a team of 7 consultants with an initiative at a leading RV window manufacturer at 4 different sites (glass plant, aluminum extrusion plant, and 2 assembly plants)

Conducted Value Stream Mapping events with plant management to identify 8 types of waste

Reduced cycle times and improve throughput by 30%, establishing manufacturing cells in a one-piece production flow. Reduced overtime by 43%

Reduced scrap; aluminum 70%, glass 38% through skills training and eliminating excessive handling

Coordinated the glass production schedule with the assembly schedule

Implemented 5S program in the 2 assembly plants, providing enough capacity to move glass plant next to assembly area

Implemented a System for Managing in production and maintenance areas

Improved the throughput of the aluminum extrusion plant by 35% by increasing the reliability of 3 extruders. This was accomplished using TPM methodologies to develop a preventive maintenance program, complete operator inspections of the presses to generate TPM action tags, improve utilization of the maintenance windows, and implementation of a die maintenance system

Adept Management Systems – Atlanta, Georgia September 2011 – July 2012 Senior Project Manager

Coached, developed, and directed a team of 7 consultants at one of the nation’s largest chemical processing plants, participating in a wall-to-wall engagement involving mining to shipping (1 mine, 2 processing plants)

Completed an organizational design review to determine the optimum organizational structure for this client’s operation, right people in the right positions.

Scope included organizational development, process control, contractor management, and throughput at the mine

Coordinated Value Stream Mapping events of all processes resulting in a 15% reduction in labor, despite earlier cost reduction initiatives

Designed / implemented systems in Engineering to manage projects and AFEs Mark Hebrank

Proudfoot Consulting 2007 - 2011

Director of Operations

Managed teams of process consultants on client projects, delivering the results identified and sold to clients as part of the Business Review process

25% reduction in labor cost at the North American office of the world’s largest tire and rubber company, centralizing finance functions back into headquarters.

20% reduction in labor cost for the client service departments at one of the nation’s leading media and marketing services companies, providing the organization to redirect resources into in-store and interactive marketing approaches, with no impact to service.

$21M reduction in labor cost in the Enterprise Solutions Division of one of Canada’s leading telecommunications companies through re-engineering of the End to End process. Increased back office productivity by 40% and collected 144% more cash than forecasted in Billing and Collections. Increased sales revenue by 10%. 5 project sites across Canada with a team of 12 people, concurrently. Brooks International 2006 - 2007

Project Manager

30% productivity improvement in the maintenance department of cast iron pipe foundry. This involved three different facilities, simultaneously. Developed a work order system in each facility and enhanced preventive maintenance program to be compatible to a future CMMS

Process re-engineering for the largest natural gas supplier in Canada, saving $10MM through improved well selection, reduction in OPEX, and improved scheduling of drilling rigs to hit “in production” dates. Coordinated a team of 8 consultants (workstreams) and their clients through Value Stream Mapping methodology to get results. DeWolff, Boberg, and Associates – Richardson, Texas 1994 – 2005 Operations Director

Managed teams of process consultants on client projects, delivering the results identified and sold to clients as part of the Analysis Phase of the process

Project Manager

Led and managed the project team to achieve the benefits as designed in the approach of each project, delivering on time and on budget. This requires following the project governance established throughout the project and assuring a quality product is delivered.

Mentored and coached the project team members in order to maximize their performance, providing a project environment that is consistent with the company's core values. Education

Duquesne University - Pittsburgh, Pennsylvania BA: Psychology; Minor: Business Administration

Contact this candidate