MARK A. JURMAN

***** ** ****** *****, ***********, Oregon 97070

Cell 971-***-**** Home 503-***-**** e-mail - f7hx0h@r.postjobfree.com

Linked-In http://www.linkedin.com/pub/mark-jurman/1/491/633

DIVERSE BUSINESS EXECUTIVE/STRATEGIC LEADER, OPERATIONS & BUSINESS DEVELOPMENT

A results-oriented professional, knowledgeable in all aspects of business operations, with more than 28 years experience in manufacturing, business development, and the military. Particular success in high growth and turnaround environments, combining broad-based strategic skills with an effective participative management style.

Proven P&L management experience creating substantial gains in productivity and profitability, implementation of Lean Manufacturing, elimination of non-value-added work, balancing workflow, applying Six Sigma practices, AS9100, ISO9000, ISO9001, QS9000 and APQP quality systems, workplace safety and ergonomic improvements using systems such as “DuPont STOP for Each Other” and Faces of Quality. Builds high energy teams through effective communication, peer to peer praise, employee empowerment, development of organizational leaders, and workforce training.

Additional skills include effective business development, identification of new markets and industry trends, competitive analysis, comprehensive product line management, building customer-centric teams, creating synergies between functional groups, developing successful sales processes and getting results.

PROFESSIONAL EXPERIENCE

FATIGUE TECHNOLOGY INC. (Precision Castparts Corp Company), $62 million manufacturer of aerospace fasteners and cold expansion tools, Seattle, WA

Director of Operations 2011 – 2012

Directed full complement of operations and operations support activities providing strategic and tactical results for performance improvements and organizational growth.

• Directed multiple departments in the development of daily, weekly, monthly and quarterly reportable metrics used to drive lean initiatives

• Created visual shop floor management systems providing performance feedback to team members

• Managed all operations departments in preparation for, and successful achievement of AS9100 “Revision C” certification

• Initiated the development and deployment of part specific Process Control Instructions (PCI)

• Resolved various, long time outstanding quality discrepancies, implementing corrective action and eliminating backlog of delinquent corrective actions

• Implemented and completed an action plan to resolve lapses in compliance with federal, state and company safety practices and training requirements

SILVER EAGLE MANUFACTURING CO. (Endeavour Capital Company), $98 million manufacturer/distributor of transportation and military transport products, Portland, OR

Vice President of Commercial Sales & Marketing/ North America 2008 – 2011

Developed and implemented strategic plan for all North American commercial sales and marketing functions, taking the organization’s go-to-market results to the “next level” through the development and growth of a professional sales organization and culture. Accountable to the CEO and Board of Directors for defining and delivering sustained growth and identifying future opportunities for revenue generation.

• Grew and diversified customer base, decreasing company’s reliance on a single key customer from 86% to 21% of annual sales, while at the same time growing that customer relationship.

• Created and drove a new business development model with a strong commitment to lead generation, prospecting, pipeline management and aggressive follow-through resulting in greater than a 7X revenue increase in a three year period.

• Achieved targeted new business goals through leadership and direction of the sales organization and by personally participating in and managing sales activities as appropriate with key customers.

• Set tactical goals and objectives with communication and deployment at all levels of the organization, holding the organization accountable for achieving all sales goals and objectives.

• Identified and exploited new market segments for growth, increasing brand strength, new product offerings, and distribution channels, and also creating the company’s first international commercial sales strategy.

• Captured customer feedback and partnered with Engineering to improve existing products and brought next generation products to market.

• Developed product distribution strategy, creating retail store fronts, mobile sales forces, and installation and service centers.

• Developed and implemented strategy for commonization of parts between products, resulting in reduced cost, lead time, and inventory levels.

• Eliminated non-value-adding dealers from distribution network, streamlining network while improving customer service and reducing cost.

• Implemented incentive programs for dealer's sales reps, leveraging existing relationships to introduce and cross sell additional products.

• Contributed to a strong professional image in the marketplace by representing the company in leadership positions on industry trade association boards and committees.

WARN INDUSTRIES, INC. (Dover Corp. Company), $260 million global manufacturer/distributor of four-wheel drive and light truck accessories, Clackamas, OR 1997 – 2008

Industrial Sales Manager/ North America, Industrial Products Division 2005 – 2008

Developed and executed strategic and tactical plans for all domestic sales of commercial, industrial and military products. Coordinated marketing, design engineering, proto-typing, and manufacturing with the voice of the customer to provide world class products and customer satisfaction.

• Conducted market research and analyzed market characteristics, potential new markets, competitors, professional organizations, trade publications, economic trends, and barriers to entry, resulting in commercialization plan that expanded markets served and sales achieved.

• Applied experience with lean manufacturing techniques and training development to new and core business categories, resulting in rapid expansion of customer accounts, organic growth with existing accounts and identification of new markets.

• Called on key current and past accounts developing a comprehensive understanding of their immediate and projected future needs, the market drivers that impacted them and the opportunities that might exist to meet those needs. Effectively used this information for revenue generation.

• Developed an entrepreneurial sales and marketing approach that revitalized the core business and enhanced brand position in current markets while expanding brand acceptance into new markets, resulting in over 400% revenue growth in three years while reducing SG&A expense by 2%, in a sales division that had a 20 year history of flat sales and shrinking profitability.

• Developed trade show schedule to support 17 shows annually and build brand recognition in key markets.

• Developed strategy to target new markets for growth opportunities, growing the number of sales accounts from 76 to 283 in three years.

• Established industrial products dealer networks to support future growth of business.

• Created successful multi-market and channel pricing strategy.

Director of Manufacturing, Truck and Auto Products Division 2002 – 2005

Produced strategic initiatives in support of organizational goals to implement the Toyota Production System and obtain ISO and QS certifications. Utilized Six Sigma processes, Value Stream Mapping and QFD Root Cause Analysis while directing multiple functional and cross functional teams in the production and shipment of more than $84 million in revenue per year and leadership of over 150 shop floor personnel and 14 staff support personnel.

• Put into action, TPS lean principles to optimize on-time delivery, lead-time reduction, set up time reduction, quick change over and improve work process flow.

• Utilized statistical and process visual measurements to manage operations and to identify and implement methods for improving worker efficiency and reduce waste

• Implemented sweeping cultural changes leading to improved team performance and a “can do” team environment that became a model for the rest of the organization, at the same time increasing safety, quality, productivity, and profit margins.

• Developed a high performance team by providing coaching, training and mentoring; attracting new talent and creating enhanced depth in functional areas.

• Promoted continuous improvement and team member empowerment by soliciting, investigating, developing and evaluating team member suggested, new manufacturing methods, processes and techniques.

• Used Kaizen teams to implement lean manufacturing.

• Led and participated in multidisciplinary problem-solving teams encompassing internal and external resources.

• Developed and implemented a cross training matrix and program that reduced labor cost by 37%.

• Grew team’s output from $62 million to $84 million without expanding manufacturing space.

• Increased delivery performance from 83% to 96%.

• Increased inventory turns from 8 to 15 per year.

• Reduced overall inventory 26%.

• Implemented safety programs, reducing reportable injuries to zero for 19 month period.

Manufacturing Manager, Powersports Products Division 2000 – 2002

Developed strategic and tactical planning resulting in an organizational strategy to change the company culture and improve flexibility and efficiency. Implemented TPS lean manufacturing processes. Utilized employee involvement/ empowerment as primary drivers for cultural change. Cultivated challenging and motivational work environment by ensuring that all team members had ownership in team goal development and understood the benefits of aligning those goals with the goals of the organization.

• Successfully managed explosive growth phase and consequent reorganization of key team.

• Grew team’s output from $32 million to $67 million without expanding manufacturing space.

• Increased inventory turns from 12 to 26.6 per year.

• Increased delivery performance from 73% to 97%.

• Reduced WIP and raw materials from $3.7 million to $800,000.

• Reduced repetitive motion injuries from 48 to zero per year.

• Reduced scrap by 27% and rework by 54%.

• Reduced material cost by 7%.

• Developed manning strategy and cross-training program, resulting in 16% labor cost reduction.

Production Manager, OEM International Division 1997 – 2000

Used kaizen teams to develop lean techniques, kanban visual workflow systems, one-piece flow, 5S, inventory reduction, set-up reduction, cycle time reduction, poka-yokes, best practices, standardized work, self directed work teams, and employee empowerment. Implemented continuous improvement plan increasing throughput, quality, safety and teamwork, while decreasing production cost, downtime, and customer complaints. Initiated and developed mission statement and values system in collaboration with all team members.

• Reduced labor cost per dollar of revenue 21%.

• Reduced scrap 64%.

• Reduced average machine setup time 11%.

• Reduced overall inventory 20%.

• Developed new product flow system reducing material handling and labor costs 45%.

• Reduced perishable tooling costs 11%.

• Purchased capital equipment in-sourcing processes, reducing part costs 18%.

• Increased production throughput 28%.

• Used Value Stream Mapping to reduce labor requirements in non-production functions reducing team support staff by 12%.

FEDERAL-MOGUL CORPORATION, $6 billion global manufacturer/distributor of parts for automobiles, light/heavy duty trucks, farm and construction vehicles, St Johns, MI

Shop Foreman, Powertrain Operations Division 1993 – 1997 Managed team of over 75 union employees engaged in machining, grinding, plating, inspecting, and packaging operations. Scheduled and managed production, facilitated product flow, and reduced constraints. Led teams continuously improving safety, quality and productivity.

• Developed centerless grinder dressing procedure decreasing downtime 250%, increasing productivity 37%.

• Revised milling process, decreasing tooling cost $60,000/yr, increasing tool life 200%. Increased process throughput 14%, reduced downtime 93%, and reduced scrap 85%.

• Created and led Safety Team identifying, documenting, and eliminating 37 safety hazards in 12 months.

• Developed pull-system for tooling replenishment eliminating machine downtime due to tooling shortages

• Implemented plan to replace toolbits with inserts - resulting in annual savings of $140,000.

• Implemented machine rebuild program, reducing unscheduled equipment downtime 80%.

• Created Companywide forklift certification program to address high occurrence level of forklift related injuries and property damage.

UNITED STATES NAVY, Naval Amphibious School, Coronado, CA/ U.S.S. David R. Ray DD-971 Primary training command for all Pacific Navy and Marine Corps operations/ Destroyer - Pacific Fleet

First Class Petty Officer/Instructor/Electronics Technician 1983 – 1993

Developed curriculum, delivered training, and evaluated team/individual performance, qualifying 121 ships for Naval Gunfire Support. Other responsibilities included management of Substance Abuse Abatement Program and creation of highly acclaimed Program for Afloat College Education II.

• Conducted formal training on Equal Opportunity & Sexual Harassment in the Work Place, Substance Abuse Prevention, Defensive Driving/ Drunk Driver Awareness, Education Benefits Programs, Career Advancement Preparation, Safety Training, and several versions of Naval Gunfire Support Training.

• Directed personnel maintaining, troubleshooting, and repairing electronic equipment, search and track radar systems, video cameras, and display consoles.

EDUCATION/TRAINING

Master of Business Administration, University of Phoenix 2001(In-Classroom Studies)

Bachelor of Science, cum laude Southern Illinois University, Workforce Development & Training 1993

Training: - Successfully Completed 12 month Lionheart Leadership Program

- Lean Enterprise Institute, Lean Logistics

- Lean Enterprise Institute, Value Stream Mapping

- Lean Enterprise Institute, Creating Continuous Flow

Military Training: - Basic and Advanced Electronic Technical Training (1400 hours)

- Instructor Training School

- Leadership, Management, Education and Training School

- Treatment Aftercare Program Management

Vocational School: - Welding, Deptford Vocational School 1982

ASSOCIATIONS AND AFFILIATIONS

• Board of Directors – Distribution & LTL Carriers Association

• Board of Governors - National Private Truck Council

• American Trucking Associations-Environmental & Energy Policy Committee

• American Trucking Associations-Highway Policy Committee

• The Coalition for Transportation Productivity

• Truck Renting and Leasing Association- Government Relations Committee

• Truck Renting and Leasing Association-Canadian Vehicle Renting and Leasing Council

• City of Wilsonville, Oregon Parks Planning Commission

Key Words;

JIT, Just-In-Time, TQM, TPS, TPM, FMEA, Failure Modes and Effects Analysis, PFMEA, Process Failure Modes and Effects Analysis, APQP, Advanced Product Quality, 5 Whys, theory of constraints, SPC, QPS, GR&R, QA/QC, 8-D, fishbone diagram, SMED, VAVE, Heijunka, Jidoka, Takt-Time, BPI, automotive, facing, screw machines, cutting, turning, notching, CNC’s, multi-spindle lathes, stamping, fabricating, centerless grinding, heat treating, slitting, sintering, lapping, boring, tumbling, shaping, broaching, milling, drilling, plating, painting, powder-coating, progressive die press, draw-die press, laser cutting, robotic welding, hobbing, assembly, bonding, gears, shafts, steel, aluminum, metal, planning, factory, production, ergonomics, transportation, distribution, Fanuc, Index, Hurco, Okuma, Mori Seki, Mazak, Warney Swasey, foundry, CI, Plant Manager, Operations Manager, Director of Manufacturing, Director of Operations, Vice President of Manufacturing, Vice President of Operations, General Manager

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