Eric Mudd

*** ***** ******

Kathleen GA, *****

319-***-****

adwkrn@r.postjobfree.com

Objective: To secure a management position for a company to utilize my exceptional leadership and organizational skills with a disciplined holistic approach to business and incomparable work ethic. Summary: Manufacturing Leadership Professional with more than 24 years of experience leading teams in a union environment. Superior change leader with an ability to communicate company policy and process changes though motivating behavior and evaluating employee performance. I am a leader you want to know.

Work Experience:

Blue Bird Company (Bus Manufacturing) Fort Valley, Georgia October 2022 – Present Paint Engineer Lead

• Manage daily paint operations

• Leads and motivates 65 hourly employees

• Results orientated people leader

• Guide daily metrics S, Q, D, C

• Motivates team with a problem-solving mentality

• Develop and coach team leaders

• Supports quality, materials, engineering, and production

• Hold team and partners accountable to processes and procedures

• Drives down DPU’s through associate engagement and accountability

• Use daily manager matrix (quick sense, quality measurement)

• Effectively communicates business needs to associates and leadership

• Ensure MRO budgets followed

• Drive and maintain daily housekeeping standards

• Campaign Paint QLT project

Beckman Coulter (Bio-Chemical Research) San Jose, California January 2022 – July 2022 Manufacturing Operations Supervisor responsible for Echo machines manufacturing.

• Manage daily manufacturing operations

• Manage product line as measured by meeting SQDIP targets

• Manage daily management process utilizing DPS tools (DMP, 5S, SW, PSP, QSB).

• Develop talent

• Building teams

• Kaizen Events participation and planning

Evolve Contracted Resources (Tesla Manufacturing Plant) Fremont, California August 2021 – November 2021 Manufacturing Operations Supervisor responsible for Paint Operations for Model Y, S, X, & 3. Daimler Trucks North America (Mt. Holly Truck Plant) Mt. Holly, North Carolina July 2017 – present Manufacturing Operations Supervisor responsible for Cab Line Operations (Nov. 2020 – present) and Paint Operations (July 2017 – Nov. 2020).

• Lean Manufacturing – Support the successful implementation of Truck Operating Systems (TOS). Implement Lean Manufacturing by using Continuous Improvement and 5S tools. Promote and execute TOS problem solving techniques across teams to improve area efficiency. Responsible for planning and allocating manpower to support the daily requirements of responsible production areas (70 paint personal in chassis paint, body station, paint center touch up paint repair) (82 cab line personnel in complexity, hood assembly, and final cab assembly).

• Safety/Environmental Metrics – Conduct daily inspections of work areas to assure compliance with safety and environmental policies. Participate in Enablon safety process by reporting and solving safety related issues. Observe, report and resolve safety related issues by using the Enablon safety system and escalation processes. Work closely with safety manager, process engineers, employees, and union leaders to resolve safety related concerns. Follow safety and environmental metrics by implementing company policies and process in all responsible areas.

• Quality - Maintain quality standards and cost efficiency. Support quality assurance efforts by using quality feedback loops. Communicate quality defects to areas of responsibility. Communicate with paint supplier on paint quality and quality control assurances. Work with leadership to support warranty cost reduction by improving daily quality in areas of responsibility. Led team to reduce quality defects and delivery constraints for all specialty trucks (Pierce (fire trucks), Ricks Auto’s, Forest Rivers, Wester Star customer and product lines).

• Productivity – Support the training matrix by continually evaluating and developing Team Leader and employee skill level as required to increase flexibility to meet production requirements. Participate in regular communication and build relationship in cross functional areas, to build employee trust. Address and resolve employee relation issues as they arise to influence employee behavior to stay focused on daily work tasks.

• Paint Process Activities – sampling and planning, trial product measurement and requirement, launch containment plan, rework and sort non-conforming products, documentation to accompany parts, process approval matrix, part specs labels and bar codes, definition and acronyms, roles of supplier quality, and buy off requirements. Ensure gage standards and parts disposal, reporting tools, engineering changes and modification to gages, work with onsite resident engineers and supplier representatives, deviations to new products.

Deere & Company (Waterloo Operations Plant) Waterloo, Iowa October 2007 – June 2017 - Manufacturing Operations Supervisor - Responsible for operational supervision involving maintenance (2016), manufacturing of tractor and cab final assembly and warehouse (2013), weld assembly (2011), tractor and cab assembly (2009), and logistics (2007).

• Lean Manufacturing - Skilled in Lean Manufacturing Implementation within a complex manufacturing facility. Well versed in 5S principles, Continuous Improvement and Employee Relations in a Labor Union environment.

• Safety/Environmental Metrics – Zero injuries in 2016 and reduced injury rate by 10%. Well versed in Root Cause Analyses and Near Miss Incidents. All Skilled Tradesman are current on all required training including critical safety processes (Lockout Tag Out, Confined Space Entry, Fall Protection, and Ladders). Implemented a 30-point SERA (Safety Environment Reduction Assessment) reduction per quarter. Maintained a gold status for environmental certification

• Quality - Responsible for ZERO campaigns and/or recalls. Inventory accuracy with cycle time improvement. Reduced Qnotes (Quality notes from Operators) by 50%. Improved operation business using JD-QPS principles and processes to deliver & improve performance-improve both metric and element lanes. Run the Cab business using JD-QPS principles and processes to deliver & improve performance-improve both metric and element lane. Utilize the resolve program to identify incorrect quantities sent to us from Ryder Logistics reported weekly on performance, with a 50% improvement.

• Productivity – Ensured operations support at a 90% uptime for assembly operations. Warehoused tractors at a 96% success rate. Developed a cab operation support plan for Tractor Cab Assembly Operations. Drove improvements using TPM and developed a repetitive strategy for productivity/uptime for assembly operations. Successfully implemented IT4 emissions requirements at a 100% success rate for all product lines. Ford Motor Company (Kentucky Truck Plant) Louisville, Kentucky April 1999 – 2008 Manufacturing Supervisor - Responsible for operational supervision for the Excursion Final line (1999 -2001) and Super Duty Trim

(2001 – 2008) with issues involving manufacturing of high-speed vehicle product lines in the largest and most profitable truck assembly plant in the world. Supervised approximately 200 employees across three crews. During my eight years with Kentucky Truck Plant.

• Lean Manufacturing - Skilled in Lean Manufacturing Implementation within a complex manufacturing facility. Well versed, in 5S principles, Value Stream Mapping and Quality Mapping.

• Safety Metrics - Improved First Time Office Visits, Lost Time Case Rate and Severity Rates. Executed zero-tolerance policy for cell phone use; abuse of personal safety equipment directives; poor housekeeping; conducted and documented daily safety audit of all department work zones.

• Quality - Responsible for ZERO campaigns and/or recalls. Reduced Things Gone Wrong (TGW) by 156 TGW from previous year; reduced Warranty Cost Per Unit resulting in an average weekly savings of $20,664. Drove quality improvements internally, Achieved ISO-9001 recertification, achieved 5.8 on Ford FPS Audit (objective was 5.0), and scored green on Ford QOS (Quality Operating System) Audit. Increased productivity on assembly line Jobs Per Hour (JPH) from 79.3jph to 82.1jph in two months, which directly added additional $1.29million per week to the corporate bottom line. Under the direction of the Superintend of the Plant.

• Productivity - Increased assembly line Jobs Per Hour (JPH) from 79.3jph to 82.1jph in two months. This directly added additional $1.29million per week to the corporate bottom line. Fundamental in increasing production capacity from 74 jph to 84 jph over 5-year period. Integral in developing manpower planning for additional production crews over ten-year period, including 3 crew operating pattern (four, ten-hour shifts). Developed and implemented over 50 templates for data collection and reporting for all areas of plant that encompassed production, cost containment, quality, and safety metrics. Resulting infrastructure greatly contributed to efficiency savings across plant. Under the direction of the Superintend of the Plant.

• Cost Containment - Decreased Harbour Report hours per unit from 29.1hpu to 24.8hpu resulting in direct weekly savings of $387,000. Led manning efficiency task force which reduced 99heads, directly resulting in average weekly savings of $138,600. Consistently reduced crew overtime, crew equivalent over manning, scrap reduction and crew indirect materials cost across all crews. All metrics demonstrated improvement in year over year measurements. Harbour hours per unit at 24.8hours per unit improved by 8% over previous year. Department overtime to budget improved by 51% over previous year and exceeded objectives. Primary driver in executed current zero overtime budget for final assembly area. Wrote several key projects in paint engineering resulting in million-dollar cost improvements for productivity, as well as quality. Projects included robot cleaning tooling, automation refurbishment and added automation to the facility eliminating several direct labor heads/hours. All successful activities under the direction of the Plant Superintend.

Professional Basket Player, European League (France, Sweden, Colombia, Switzerland, Greece, Spain, and Australia, Finland) 1989 – 1999

NCAA Tournament 1986 – Sweet 16 Participant, Cleveland State University Education: Bachelor’s Degree – Cleveland State 1989

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