Jane Rust Brundage Page * of *

**** ***** **** **** *** 910, Odessa, Texas 9762

928-***-****

advn8e@r.postjobfree.com

BS Accounting & Finance, Collège of Charleston, Charleston, SC, USA:

Master Of Business Administration, The Citadel, Charleston, SC, USA

Master's Degree Industrial Engineering: University of Pittsburgh, Pittsburgh, Pennsylvania, USA

Position: Dining Room Greeter, Order Taker, Custodian & Cashier.

Company: Taco Bell 4425 S White Mountain Rd, Show Low, AZ 85901 05/01/2022 – 10/30/2022

Supervisor: Kyle Dumas

Responsibilities: Cleaned areas once table vacated and customer leaving the Restaurant area. I was responsible for keeping the Bathrooms clean. My former manager will state that I was a hard worker, and the area looked exceptionally well because of my work effort. Always early and never late nor missed a day of work - diligent in being there on time, following work procedures & expectations. Area kept organized and clean even during busy times. Customers always commented to management that I made a difference and they appreciated how clean and organized I was. Last Month I was named the Employee of the Month.

Reason For Leaving: Gave 2 wk. notice because I was planning on going to Florida to get my belongings and to then move to Texas.

Position: Estimator, Scheduler, Supervisor, Office Administration, Project Manager

Company: HS Construction/Renovation & Landscaping, Heber Springs, AR, 72543 06/01/2003 – 12/15/2014

Supervisor: Jane Brundage-Reynolds & Roy Reynolds:

Responsibilities: Handled all the accounting, tax, scheduling of sub-contractors, inspections, materials and the landscaping jobs. Estimated materials required for a job and placed said orders. Verified receipt of materials. Opened and closed out registers, scheduled landscaping jobs and employees.

Reason For Leaving: From 2008 forward companies were leaving Conway and Little Rock causing the housing industry to face massive foreclosures. The town was literally boarded up until 2020 -. The only stores left open for 6-7 years were only Walmart and Ace. My husband and I divorced at that time.

Position: Part-Owner, Consultant, Project Developer, Assistant Project Manager

Company: Lean Manufacturing & Continuous Improvement, Baltimore, MD, 12/01/1992 – 12/30/1998

Supervisor: Jane Brundage & Mike Walters:

Responsibilities: Helped companies to identify equipment, processes and/or procedures, which would result in a better and repeatable process resulting in an increase in production as well as cost savings for that production line and product.

Reason For Leaving: Partner terminally ill and my mother was in need of a care giver so I had to move.

Position: Manager Engineering, Maintenance and Warehouse Operations

Company: Plastic-line, Powell, TN, USA 07/1990 – 12/1992.

Duties & Responsibilities: Developed training modules for motors and material handling equipment so did not rely on outside vendors - reduce downtime by 95%. Put in material handling and packing off-line operations. Made Engineering and Maintenance responsible for their PO's – from making the order, to monitoring its arrival so project dates are met on time. Overhauled procedures and STDs. Assisted in developing the scheduling system so the floor, dock area and Warehouse had space allocated according to a given run. The scheduling system scheduled all the inbound/outbound warehouse traffic. Developed overhead materials handling system.

Reason For Leaving: Mother wanted to return Baltimore, MD. She needed to be assisted in her living accommodations.

Position: Materials Manager, Scheduling, Inventory and Warehouse Operations

Company: Durakon Industries, 2101 N Lapeer Rd # 1Lapeer, MI, USA 01/1989 – 6/25/1990

Supervisor: Doug Henry:

Responsibilities: Overhauled scheduling system so PM, floor activities, off-line activities, dock area and inbound/outbound traffic working off a consolidated gameplan so schedule completely integrated. Achieved 99.9% on-time delivery. Developed training modules for motors and material handling equipment so the company operations did not rely on outside vendors to repair its equipment - reduced. downtime by 95%. Put in material handling and packing off-line operations. Made Engineering and Maintenance responsible for their PO's - making the order, monitoring its arrival so project dates met on time. Overhauled procedures and STDs.

system scheduled the inbound/outbound traffic. Assisted in developing scheduling system so floor, dock area and Warehouse had

space allocated according to a given run.

Reason For Leaving: Mother could not handle the cold in MI given her medical condition

Jane Rust Brundage Page 2 of 2

Position: Administrator, Planning, Maintenance & Warehouse Operations

Company: General Motors Stamping, Die Cast Plant Mansfield, Mansfield, OH, USA 01/1/1984 - 12/15/1988

Supervisor: Bob Enskat Plant Manager

Responsibilities: Developed system so Engineering and Maintenance projects could be monitored daily for cost, cost overruns, etc. so gameplans could be revised and redirected if project having over runs or equipment issues. Made Engineering and Maintenance responsible for their own POs from ordering through receipt so project completion dates became a focus and an expectation Added 25000 sq. ft. to plant so 26 Japanese transfer presses could be installed and brought on line.

Reason For Leaving: Could not accept a promotion to work for Alfred Platt, VP over 3 assembly and 4 stamping plant to act as his Administrator over the 7 plants. I was a single mother and I could not travel 75-85% of the time. Met terrible resistance and other parties who wanted the position in the company became resentful, so I took a job with a company who had contacted me several times requesting I consider their position.

Position: Administrator, Planning, Maintenance & Warehouse Operations

Company: Westinghouse Robotics, Pittsburgh, PA, USA 05/10/1982 – 12/30/1983

Supervisor: Westinghouse Controllers

Responsibilities: Developed procedures and STDs, and the scheduling system. While I developed a downloaded program to assure all costs were being properly handled in payables and receivables. It was through this system’s development that the errors in accounts payable and receivable were uncovered. In 12/1983 the costs were charged to the correct internal Westinghouse divisions, whose project had been done by the Robotics division. After the 15.4 million error for the internal Westinghouse division’s billing errors, Westinghouse tried to stop the sale of the operation to Siemens in1983 but courts would not allow it.

Reason For Leaving: did not want to take a transfer (Westinghouse Pittsburg (turbine) was slated to be closed 1/1984) because I was in my last semester of Pittsburgh's Masters Engineering program. I took a layoff so I could finish my last semester of the Masters in engineering. Westinghouse tried to stop Siemens’ purchase after 15.2 M loss discovered in billing system (Courts did not allow Westinghouse to stop the sale).Position: Senior Financial Planner

Company: Westinghouse East Pittsburgh (Turbines), Pittsburgh, PA, USA 05/01/1980 – 05/10/1982

Supervisor: Stan Brosauky

Responsibilities: I monitored the Westinghouse systems and identified tax errors and system billing errors in the receivable and payable accounts. I did this at every company from then on and at every company I went to, I found accounting and inventory errors in billing and receivables that I worked at. Because of tax errors Westinghouse adopted the practice of keeping the same outside accounting firm for only 5 years. I had strong project planning and the ability in the development of tools that show costs, projected cost versus project costs so that project managers, engineers and Maintenance could see their actual costs on a daily basis, or just monitor a by-weekly report. The IT department did not have proper testing system tools in place, and the accounting departments failed to check the system for system errors. Companies in 1the 980s were just switching from main frames to computers. During my MBA program during the day, I took 96 credit hours in computers.

Reason For Leaving: Asked to take over Robotic Administration, Planning

Summation: I multi-task, and am very organized, so I can handle challenging work environments, customers, and tasks. Strong administrative, project management and inventory skill sets enable me to assess end dates, materials, inventory, and project activities, which must be met in order to complete a job or project on a given day. I have the knowledge and the ability (1). of downloading system data, (2). analyzing the data looking at trends, seasonal demands regarding inventory levels, and how space is allocated in various areas. (3). To developing scheduled activities across operations. (4). developing graphs and/or reports so team members of a given project effort across operations can see their project activities, and costs on a daily, or by-weekly basis. This visibility makes them more accountable, especially if they had not fully taken ownership before. Maintenance was brought into the meetings, so they became more aware of their part in a given project. Engineering & Maintenance became responsible for their own purchase orders and monitoring the receipt of said material so it was there when it was needed for a given project effort. This heightened the sense of teamwork, since different operations could meet and understand the scope of a project and its actual costs in relationship as to where the project was given its expected end date and/or costs. All parties across operations came to know when, what and where a given project was so they could react. Seasonal demands were analyzed, and a given production run allocated the space on the production floors, docks and warehouse area. PM programs, Inbound and Outbound traffic were also scheduled according to a given schedule and the dock areas had spaced allocated according to a given run schedule. This focus resulted in a 99.9% on-time delivery. By my developing training programs for equipment motors, and material handling systems, downtime was reduced substantially by eliminating the need to rely on outside vendors for equipment repair. Recommendations: Susanna Lewinsky, Raytheon, Safety Harbor, FL.727-***-**** advn8e@r.postjobfree.com.; Tom Brown – Pastor of New Hope Church, Show Low, AZ - 928-***-**** Pastor advn8e@r.postjobfree.com (I was the custodian & did what was required to clean and organize the church during the week).

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