Operations Management, Lean Continuous Improvement, People Leadership

John Morton

*** ***** ***** **** ( Holly Springs, NC 27540 919-***-**** (

****.******@*********-********.***

Qualifications Summary

Successful Manufacturing manager with broad industry experience and a track

record of introducing systems and process enhancements that increase

production yield, product quality, plant safety, customer acceptance, and

on-schedule delivery rates. Demonstrated success increasing productivity by

employing 5S, TPM, and Lean manufacturing strategies.

|Operations Management |5S/TPM/Lean Knowledge |

|Profit/Loss Management |ISO & Six Sigma Experience|

|Safety & Quality Leadership |Total Customer |

| |Satisfaction |

|Productivity & Efficiency |Personnel Management |

|Leadership | |

Professional Experience

Schneider Electric - Knightdale, NC 2010-present

A global leader in Energy Management Solutions with over $28 billion in

sales and 130,000 employees.

Manufacturing Manager

Managed a 40-employee operations with over $25 million in annual revenues.

Directed manufacturing, test and quality control, shipping, receiving,

warehousing/material handling, planning, and customer service. Improved

Safety, Quality, and Productivity utilizing Lean Manufacturing. Maintained

P&L responsibility.

. Improved Site Labor Productivity by over 150K by implementing daily cell

board reviews, establishing a culture of employee accountability to labor

routings, barrier resolution, eliminating assembler walk time by having

material handlers replenish material, and by establishing/following

standard work.

. Improved Customer Delivery from 87% to 97% on-time through effective up

front customer communication and shop planning, partnering with purchasing

and engineering for parts and job readiness, operations productivity, and

proactive capacity planning.

Captiveaire - Youngsville, NC 2009

The industry leader in Commercial Kitchen Ventilation Systems with nearly

$300 million in sales and 600 employees.

Plant Manager

Managed a 100-employee facility with $40 million in annual revenues.

Directed safety, manufacturing, process and quality control, shipping,

human resources, and purchasing. Improved Safety, Quality, and Productivity

utilizing Lean including 5S and Standard Work. Maintained P&L

responsibility.

. Improved Fan Production Productivity by 22% by implementing a new line

layout with standard work stations, standard work, and by eliminating

walk time by having required parts in designated locations.

Pentair Water - Sanford, NC 2007-2008

The global leader in Pool and Spa equipment production with $3.3 billion in

sales and 16,000 employees.

Manufacturing Manager

Managed one of three manufacturing departments for one of the company's

largest production facilities, a 500-employee site with $300 million in

annual revenues. Directed manufacturing, engineering, process and quality

control, logistics, and safety operations for 12 assembly cells and

supporting injection molding presses. Developed a culture of continuous

improvement by implementing lean processes to enhance site productivity,

employee safety, product quality, and new product development and

introductions. Maintained P&L responsibility.

. Improved On Time Delivery from 75% to 95% by improving the scheduling

process, focusing on critical orders, closely connecting injection molding

and assembly, and by establishing a daily gemba walk.

. Improved productivity by 10% by implementing Lean & TPM processes

including standard work, material flow, 5S, Place for Every Part, 3P

Layouts, and establishing a daily production control board review process.

Polymer Group - Benson, NC 2002-2007

A global leader in non-woven engineered materials production with $1

billion in sales and 3,400 employees.

Plant Manager (2003-2007)

Managed a 200-employee facility with a $100 million annual operating

budget. Directed manufacturing, engineering, process and quality control,

logistics, human resources, and safety operations. Implemented programs to

enhance site productivity, morale, safety and environmental performance,

product quality, customer satisfaction, and new business development.

Maintained P&L responsibility.

. Reduced recordable incident rate 50% and attained a site record of 200

days without a recordable injury by establishing safety as a core

performance criteria for leaders and creating a safety awareness team.

. Grew site sales 30% by introducing a new, complex product resulting in

$30 million in ongoing revenue.

. Led site to achieve 84% uptime and 90% yield while introducing over 30

product upgrades by implementing 5S/TPM processes and utilizing a rigorous

action planning and review process.

. Achieved 99.8% customer product acceptance and 98% on-time delivery by

utilizing a rigorous corrective action system, conducting quality system

audits and enhancements, and creating joint customer/supplier Six Sigma

teams.

Manufacturing Manager (2002)

Managed a business unit manufacturing high-margin products that generated

80% of the site's profits. Oversaw 80 employees and allocated a $20 million

operating budget. Introduced programs and processes to enhance

productivity, workplace safety, quality control, customer satisfaction, and

business development. Maintained P&L responsibility.

. Achieved best-ever recordable incident rate of 1.0 and set department

benchmark of 150 days without a recordable injury by establishing a safety

first mindset and addressing unsafe behaviors, conditions, and procedures.

. Achieved company benchmark of 90% uptime and 90% yield using a cross-

functional team action planning and review procedure and employing 5S/TPM

processes to address high downtime and waste areas.

Procter and Gamble Company- Mehoopany, PA & Greenville, NC 1990-2001

Global market leader in manufacturing consumer products with $68 billion in

sales and 138, 000 employees.

Project Manager (1999-2001)

Directed teams to deliver 2 large programs at P&G's largest manufacturing

facility, a 2500-employee plant.

. Saved $12 million in annual labor costs by leading the start-up of a $35

million project that automated unit load formation and truck loading

processes and reduced labor fork truck requirements 40%.

Business Manager (1996-1998)

Developed the yearly budget and quarterly forecasts, conducted monthly

budget reviews, and performed business analyses as a member of the business

leadership team for a 500-employee production site.

. Attained financial objectives as business unit cost leader by influencing

the site leadership to identify cost savings programs, allocate resources,

and deliver on $1 million in savings.

Production Manager (1992-1995)

Managed a 40-employee manufacturing organization producing 30% of the

brand's North American volume.

. Reduced downtime and waste by 50%, attaining 90% uptime and 97% yield on

an ongoing basis.

Project Engineer (1990-1991)

Partnered with operations to implement projects to reduce downtime and

waste and to improve quality and safety.

. Enrolled central and plant engineering resources to resolve design issues

and partnered with a sister site to share knowledge to develop, qualify,

and rollout a $15 million savings project for the division.

Education & Training

Bachelor of Science in Electrical Engineering (1990)

North Carolina State University - Raleigh, NC

Professional Development

Leadership Development ? Employee Coaching ? Effective Communication

TQA / GMP/ ISO/ OSHA ? 5s/ TPM/ Lean ? Six Sigma

Community Leadership & Involvement

United Way Campaign Leader for P&G ? United Way Board of Directors for

Wyoming County, PA

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