Project Manager Scheduling, Maintenance & Warehouse Logisticsd

Jane R. Brundage Preferred: Jenny *****.**********@*****.*** Odessa, TX 79764 432-***-****

I had been helping a man with medical issues for several years in AZ assisting in supervising his 8 employees, scheduling, estimating, handling inventory, taxes and office administration. He had a construction company at the time which had been in the family of 2 generations. His sons did not want to run his business so it has been closed for the past 4 years. I wanted to see how I would do in a fast paced customer environment so I took a job at Taco Bell right before I left AZ. My last month at Taco Bell I was nominated as the Employee of the Month. Both Managers, Mr. Kyle. & Mrs. Dumas at Taco Bell will verify that I was a very reliable and a dedicated worker: Taco Bell 4425 S White Mountain Road in Show Low, AZ 928-***-****. University of Pittsburgh Masters Industrial Engineering 06/01/1984 (+ under grad mechanical, industrial)

The Citadel MBA Business Administration 06/15/1980 Collège of Charleston BS Business Administration 12/15/1978 (+ took 96 hrs. computers) Old Dominion University Associate Software Engineer 06/01/2003 I never have worn my degrees, and in fact I asked my former managers and HR not disclose my past jobs titles, or my education. When you work on the floor you need to gain respect by how you do the job at hand. I want to work for the next 10-15 years with my coworkers so we meet the departmental & company objectives. I have a strong project management & coordination background across operations. I also have skills and experience in: administrative skills (had my CPA until 1991), data analysis, warehouse, estimating job costs & inventory management, opening and closing registers to scheduling activities across operation I can handle challenging work, customers. environments, and most situations put before me. I am very good behind the scenes as an extra set of eyes and ears so if something is off course, processes are improved, it can be identified and brought back in line and personnel takes ownership, so expectations are met.

(1). Used Lean manufacturing (sigma) tools and techniques to develop: processes, STDs, equipment interfaces to monitoring temperatures, pressures, chemical levels, etc.. Developed tax and computer interfaces so all parties, project leaders, managers, to other operational personnel involved with a given project had access to data daily

(costs, delivery activities, progress versus project dates, & any revised costs and reasons for the project dollar varying from the original estimate).

(2). Developed and scheduled for a given week production demands, PM activities dock and warehouse inbound/outbound. traffic Seasonal demands analyzed and incorporated in a given run regarding maintenance issues. Allocating warehouse, dock and inventory space given seasonal runs. Scheduling effective inbound/outbound traffic for a given production run.

(3). Developing effective reports monitoring of materials, ordering and monitoring Inventory required for projects and production and maintenance activities and projects across operations.

(4). Monitoring project costs versus projected costs, materials required, dates across operations so responsible parties know when, what & where the project focus need to be to keep project on track.

(5). Developed systems so engineers & maintenance responsible for their project & maintenance material thru the whole operation (ordering/tracking/receipt date/ level completion/finish date).

(6). Developing equipment design, process, STDs and implementing a project so it on time and w/o cost variances. The development of project reports made it so there was visibility of activities and costs so it made team members more accountable, especially if they had not fully taken ownership. Maintenance was brought into the meetings, so they became more aware of their part in a given project. Engineering & Maintenance became responsible for their purchase orders and the monitoring the receipt of said material so it was in-house when it was needed for a given project effort. The developed reports heightened the sense of teamwork, since different operations could meet and understand the scope of a project and its actual costs in relation 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 if there was any concerns. Scheduling was analyzed and looked at from every interface. Seasonal demands, maintenance, and departmental demands are analyzed and scheduled for given production runs, and space in areas is allocated according to the demands and traffic required for a given production run. System interfaces clearly showed over a 98% delivery/completion due to heightened team work. Recommendations: (1). Susanna Lewinsky, Raytheon, Safety Harbor, FL, 727-***-**** *********@*******.***. Susanna worked with me a 2 companies and she is a major engineer at Raytheon. Sincerely, Jane (Jenny) R. Brundage Jane R. Brundage Preferred: Jenny *****.**********@*****.*** Odessa, TX 79764 432-***-**** Page 1 of 2 I had been helping a man with medical issues for several years in AZ assisting in supervising his 8 employees, scheduling, estimating, handling inventory, taxes & office administration. He had a construction company at the time which had been in the family; however his sons did not want to run his business so it has been closed for the past 4 years. Most people think I am in mid-50’s, because of my energy level, & ability to repeatedly pick up 45lbs. I am very good at working with the customers, and company personnel. I wanted to see what my ability was like in a fast paced & demanding position working with customers directly. I took a job at a busy Taco Bell for 6 months. My last month at Taco Bell I was nominated as the Employee of the Month. Both Managers, Mr. Kyle. & Mrs. Dumas will verify I am a dedicated & reliable employee. 4425 S White Mountain Rd, Show Low, AZ 928-***-**** University of Pittsburgh Masters Industrial Engineering 06/01/1984 (+ under grad mechanical, industrial) The Citadel MBA Business Administration 06/15/1980 Collège of Charleston BS Business Administration 12/15/1978 (+ took 96 hrs. computers) Old Dominion University Associate Software Engineering 6/01/2003 HS Construction/ Renovation and Landscaping

Project Manager, Estimator, Office Administration, Inspections 06/2003–08/2018 Heber Springs, AR 72543 9.2 Yrs. Developed Drawings for Homes, and working with customers to handle design, issues, and advisable changes. Handled all the daily administrative activities, scheduling sub-contractors, and inspections, tax interfaces, developing and estimating the job materials, ordering, and monitoring the receipt of the materials on the job site of the new construction or renovation projects. I designed and supervised the Landscaping employees in the building the stone water features and the landscaping jobs. Closed out the registers & preformed all the Office Administration tasks (Tax, payroll, accounts payable/receivable). Reason For Leaving: From 2008 forward the majority of companies left Conway and Little Rock. There were massive foreclosures of 2nd homes on Gerry’s Ferry Lake. From 2008 forward the # of weekend residents dropped to less than 18500 weekends t (formerly town grew 75000+ on weekends. Home values dropped. I divorced so I relocated. Lean Manufacturing and Continuous Improvement

Project Manager, Estimator, Office Administration, Inspections 12/1992 – 06/2001 Baltimore, MD 21136 9 Yrs. Helped companies to identify and develop sigma, continuous improvement processes and procedures, which would result in a more stable and repeatable process that increased profits, increased production requirements & line quality. Guided the developing automation equipment/projects for the production floor, OH material handling system, process controls, STDs to developing centralized baths, and die cast systems. The focus not only benefitted cost savings for a company’s operations by improving the production activity, & processes so quality was built into the line processes. Developed centralized chemical bath for anodized tin production lines, textile baths, to die cast operations. Worked with Manufacturing Companies, Banks, DC Government, Warehousing, Logistics,. Hospitals and Airports. Also consulted in other areas of the country. Guided the development of reporting systems. Reason For Leaving: My partner was terminally ill so he did not want to have any obligations facing his family so we sold the business. Plasti-Line 06/1990-12/1992

Manager Engineering, Scheduling, Maintenance, Warehouse Operations 865-***-**** Powell, TN 37849 623 E. Emory Rd. 1.6 Yrs. Developed Maintenance Scheduling, PM Programs, Processes and Process STDs & Equipment. Devised and trained Maintenance on the production lines equipment motors, material handling equipment and material handling motors so did not rely upon outside sub-contractors to repair the equipment– reduced downtime by 97%. When new processes were brought online I covered all 3 shift so personnel understood equipment & processes so they took ownership of the new processes, feed-back loops and the equipment. Developed robotic processes/equipment utilizing centralized baths, monitoring chemicals, toxin level, pressure and temperatures within a specified ranges. Assisted in the development and costing of projects, the implementation projects, designing equipment, and developing STDs. Every Monday at the end of a shift the production Personnel were given the production performance ratings of each shift. Aligned dock & warehouse operations and inbound/outbound traffic so the production area, docks, and warehouse had space allocated, and was aligned with the scheduled production run. The Engineers and Maintenance personnel became responsible for their purchases for their projects – This made them take ownership & responsibility resulting in most project dates being met. Developed OH conveyors and off-line operations, to warehouse, unpacking by category areas –improvement and cost of labor unloading trucks/stocking time reduced 83% Reason For Leaving : Mother needed my assistance. Jane R. Brundage Preferred: Jenny *****.**********@*****.*** Odessa, TX 79764 432-***-**** Page 2 of 2 Durakon Industries 01/1989 – 06/1990

Manager: Materials, Scheduling, Inventory, Warehouse Operations 810-***-**** 2101 N. Lapeer, MI 48446 2101 N. Lapeer 1.6 Yrs. Overhauled scheduling system so had a consolidated game plan across operations from the Maintenance PM, the floor production, to the inbound/outbound Warehouse traffic. Worked across shifts so personnel knew what was required so all 3 shifts take ownership of their responsibilities. Monitored projects across operations, and developed a reporting system so all operations knew when, where, and what was expected. Achieved 99.9% on-time delivery. Worked with the Controller to develop the yearly Budgets. Overhauled Inventory Control, account receivable & payable system interfaces, and STDs. Developed training modules for motors so the company operations does not rely on outside vendors to repair the equipment - reduced downtime by 95%. Developed packaging off-line operations, and direct material handling feed systems to the warehouse. Made Engineering & Maintenance responsible for their POs from the ordering phase to monitoring of its arrival in the plant. As a result, the ownership and the responsibilities were clearly established & project dates were rarely missed. The scheduling system was overhauled across operations and seasonal demands & space were analyzed and appropriately scheduled, and space allocated in the production runs, on the dock, & the inbound/outbound traffic activities. Reason For Leaving: Could not accept Plant Mangers position -My mother could not handle the cold in Michigan, and my daughter had medical issues so we needed to relocate. GM’s Stamping, Rubber, Die Cast Plant, Mansfield 419-***-***** Administrator: Planning, Maintenance, Warehouse Operations 01/1984- 12/1988 Mansfield OH 44906 4 Yrs. Developed a reporting systems so Engineering and Maintenance projects could be monitored daily forecast, and cost overruns so game plans could be revised and redirected if a given project was having cost overrun or unforeseen process or equipment issues. Overhauled Inventory control from every aspect. Allocated space on docks and production area according to the seasonal demands, scheduled production and Inbound/Outbound Traffic. Overhauled procedures and STDs throughout the plant. Developed maintenance training modules for motors so the company operations were not relying on outside vendors to repair mechanical issues.. Guided the developing automation equipment/projects for the production floor, OH material handling system, dock direct conveyor eds to the warehouse, process controls, and the process STDs. Added 25000 sq. ft. to plant & installed 26 Japanese transfer presses. Developed packaging offline operations on the floor where it was appropriate so floor personnel were productive during a changeover or Maintenance PM. Overhead material handling feed systems and conveyors were installed going directly to the warehouse. Developed robotic processes, equipment interfaces utilizing centralized baths to deal with the removal of sludge, to keep chemicals and temperatures within a specific range. Reason For Leaving: Could not accept a promotion to work for Alfred Platt, a VP in Detroit, who was over 3 assembly & 4 stamping plant - As a single mother with young children, I could not travel 75-85% of the time. Met resistance due to my decision (Plant closed 2009). Westinghouse Robotics Division Pittsburgh 412-***-**** Administrator: Planning, Maintenance, & Warehouse Operations 01/1980 – 12/1983 Pittsburgh, PA 4 Yrs. Total: 2.5 Yrs. Worked with the Controllers at both Westinghouse Divisions, East Pittsburgh, and the Robotics Divisions, to develop the yearly Budgets, monitor project costs, and variance analysis. As Activities shut down for various lines reassigned and trained personnel. Off-Line packing operations so when main line scheduled for Maintenance or Changeover line personnel scheduled in the off- line packaging. Developed procedures, STDs, and the scheduling activities on the floor, docks and the Inbound/Outbound Traffic. Installed process monitors at key points monitoring pressure, temperatures, and the composition of chemicals. Downloaded programs to ensure all costs were being properly handled in the inventory, and the payable and receivable systems. System issues and errors were identified and corrected- $15.4M loss had not been correctly billed to internal Westinghouse Divisions so in 06/1983 the costs were charged to the correct internal Westinghouse divisions. Court would not allow Westinghouse to stop the sale of the Robotic Division to Siemens. Billing errors corrected in 1983. Senior Financial Planner Westinghouse Switchgear (Turbines) Pittsburgh, PA, USA 01/1980 – 12/1983. Duties & Responsibilities: 4 Yrs. As Manager, Senior Financial Planner over Accounting, Financial Planning. Overhauled the inventory, and the accounts payable & receivable systems to correct system errors. Reason For Leaving: Turbine Division to close early 1984, and Siemens to finish the purchase of the Robotics Division mid-1984. I did not want to go to the Nuclear Division. Recommendations: Susanna Lewinsky, Raytheon, Safety Harbor, FL, 727-***-**** *********@*******.***. Susanna worked for me at 2 companies

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