Manager Manufacturing

Mark Lawrie, B.Eng, ATQPS

Cell: 647-***-****

Email: ***********@*****.*** http://ca.linkedin.com/in/marklawrie

Delivers world wide manufacturing operations solutions through significant Global experience and multi cultural people leadership maximizing customer values and core business competencies

EXPERTISE

PROFILE Advanced Global Manufacturing Operations

Innovative lean manufacturing catalyst who is results driven as a manufacturing business leader, mentor and coach. Proactively devises and deploys creative systematic solutions to strengthen operations and achieve manufacturing excellence in unionized environments (CAW/USW). Open, frank and direct communicator with a “Can-Do Attitude”, who combines an unparalleled optimism and vision with a passion to achieve extraordinary results to deliver “World Class” performance “…an endurable transformational business leader highly skilled with manufacturing environments revamping them into efficient lean enterprises, a valuable asset who brings a new dimension to any company”. Dennis Welvaert, President Dayco Product LLC

Core business competencies include:

Leadership Lean Manufacturing/6 Sigma

Customer Focus Quality Orientated

Communication Coaching and Mentoring

Team Work Strategic Planning Short/Long Term

Problem Solving, Decision Making ,Judgement Budget and P&L Management

Results Orientated Creative and Innovative Thinking

Planning and Organizing WHMIS , Occupational Health and Safety

PROFESSIONAL EXPERIENCE

Dayco Suzhou Company Ltd., Wujiang, China 2010 – 2011

DIRECTOR CHINA PROJECT (US$)

Selected to direct the commissioning of a manufacturing plant from green field status to produce molded timing and serpentine power transmission belts (FEAD) for Tier 1 and Aftermarket customers in China.

Was the prime point of contact with Chinese Government officials’ ,contractors and suppliers to plan the project timelines, gain regulatory approval, memorandum agreements, devise service level agreements and supply chain activities to move the $8 million project forward within the global footprint strategy.

Approved all equipment, tooling design sourcing and secured local equipment manufacturers to furnish the program driving all stakeholders to open the plant according to the original time and budget mandate.

Gained a deep understanding of cultural differences and business ethics working with the Chinese Economic Development Bureau to negotiate investment, lease and other documentation leading to a $250,000 savings over two years on construction costs absorbed by the government.

Implemented initial introduction for Lean Mnaufacturing 7 pillars- 6S, waste identification/elimination, pull production, visual management(JIT/KANBAN), standardized work, zero defects ,employee empowerment.

Established and communicated the TS16949 standards across the operation and adherence to Chinese Health & Safety regulations, resulting in on-time delivery of the Ford Sigma Platform sample submission despite a complete building change and a revised layout required by the European COO.

Persuaded the European COO on the feasibility of cancelling the initial lease and moving to another facility in the same economic zone. Brokered with Chinese officials to obtain lease and sign Supplementary and Memorandum agreements for rent free conditions for 2 years a savings of $220,000 .

Returned to Canada with the plant and warehouse fully functioning on one shift operation forecasted to generate $25 to $30 million within 2 years on 3 shifts.

Mark Lawrie, B.Eng., ATQPS Page 2

Dayco Products LLC North America, Toronto, Ontario 2007 – 2010

DIRECTOR OF OPERATIONS – Flexible Components North America (US$)

Promoted to take direct control over 3 plants for the manufacturing,warehouse distribution of light duty, heavy duty, aftermarket molded serpentine (FEAD), CVT and V power transmission belts located in Toronto, and South Carolina with a total of 425,000 sq. ft. employing over 400 people with $90 million budget, facility sourced to produce over 6000 sku’s for Canada,USA,Mexico ,Pacific Rim Markets.

Engaged and openly communicated with all employees securing buy-in for change to support global objectives,while strengthening the operational leadership teams to maximize employee relations and initiate a coaching component for cultural changes to support our paradigm shifts.

Introduced 6 Sigma and Lean Manufacturing as the backbone of the business shift; transformed more than 225 employees experiencing inconsistent direction into a motivated empowered, performance-driven team to deliver the following outstanding results, despite volatile global economic activity in 2008-2009:

Increased plant delivery from 96.9% to 98.9% Reduce working capital inventory from $3.9mm to $1.6mm

Elevated labour productivity from 89.3% to 98.0 Decreased internal scrap defects from 94k to 65k ppm

Reduced customer defects from 4.13 to 0.8ppm Secured ISO 14000 and TS16949/ISO9001 Certifications

Abolished EHS recordable incidents from 4.7 to 1.4 Eliminated lost days accidents from a high of 21 to 0

Lowered aftermarket past due from 20,146 to < 2,000 Improved hourly absenteeism from 3.3% to 0.9%

Brought customer concern incidents down from 27 to 2 Reduced supplier defects from 6,012 ppm to < 1,000 ppm

Exceeded manufacturing cost-out programs over $500k Surpassed EBITDA by 10% overall improvement

Developed and submitted a compelling plan to the senior management team, gaining acceptance to consolidate the Toronto facility with the two South Carolina plants. Steered the consolidation through operational hurdles minimizing disruptions completing the closure on time, generating $5 million EBITDA.

Implemented a 6 Sigma program led by Certified Black Belts at the Director and Plant Manager levels to drive Green Belt programs across the shop floor and cross functional teams.

Realigned the raw material inventory on Kanban to support the new JIT initiatives with supply chain management a savings in working capital of $800,000.

Strengthened the Health & Safety programs to eliminate gaps setting aggressive deadlines to identify “Near Misses” before occurrence to significantly reduce recordable incidents and lost time days.

Shifted cultural thinking and actions into a more robust, cost-effective and positive mode with an emphasis on the customer values and core business competencies which resulted in attaining additional plant capacity that allowed Sales to secure a competitors customer with gross sales of $25 million annually .

Empowered plant floor associates with accountability and responsibility to order raw materials and maintenance supplies with our Kanban/JIT programs and to shut down out-of-control processes in accordance with standardized work instructions to support the zero defect lean pillar.

Dayco Canada Corp., Toronto, Ontario 1998 – 2006

PLANT MANAGER (CDN$)

Directed and managed a 120,000 sq. ft. warehouse and manufacturing facility for Aftermarket and OES molded power transmission serpentine (FEAD) and CVT belts which was sourced to produced approximately 1500 sku’s for Dayco Products Canada,USA and partial supply to Mexico.

Controlled a $13 million operating budget, managing 16 salaried and 80 USW hourly employees.

Created and deployed a strategic/tactical plan to implement Lean Manufacturing, the introduction of this new methodology uplifted all KPI’s performance especially customer service rankings from low 90’s to 99% on-time delivery and order fill ,a strategic tool for eliminating the need for excess inventory which improved cash flow reducing Days On Hand inventory from 19 to < than 5 days month to month ,established ‘Best in Class’ inventory performance within the global MarkIV/Dayco plants, a savings in working capital of $110,000 month to month.

Saved over $300,000 in Occupational Health & Safety costs, $1,000,0000 in internal scrap,FOH $400,000 and extracted an additional $250,000 in cost reductions on average per year.

Mark Lawrie, B.Eng., ATQPS Page 3

PLANT MANAGER, Dayco Canada Corp……continued

Altered heijunka parameters for a flexible production system regarding aftermarket customer requests to efficiently accommodate unplanned sales fluctuations/customer demand changes.

Teamed up with Maintenance Manager to launch an electronic predictive maintenance program to monitor processing and equipment operating trends and functionality with an intelligent computer system (OPT 2) , dramatically propelling equipment up-times to enhance OEE performance by 11% .

Set-up plant for QS-9000 and ISO-14001 receiving certification in one year from 1999-2000 according to predetermined plan with advice from a third party.

Ventra Corporation, Tottenham, Ontario 1994 – 1997

OPERATIONS MANAGER (CDN$)

Approached by the General Manager to reshape production processes for the world’s largest OEM screw and scissor car jack manufacturing company to be revamped into an efficient lean operation.

Deployed the introduction of lean manufacturing concepts and philosophies with an inhouse program arranged with an outside consultant under my direction for the 20 salary and 150 hourly associates .

Manufactured car jacks through stamping,fabrication ,assembly, robotic welding and E-Coat painting process shipped to all major Tier 1 car companies including international-Toyota Japan

Implemented cellular manufacturing in conjunction with and electronic failsafe (poka-yok) techniques with production for prevention of defective assembled product that had a history of being shipped to Tier 1 customers which reduced FOH by $210,000.

Empowered a full-time Continuous Improvement team of salary/hourly associates to collaborate on strategic projects resulting in an overall 8% annual reduction in VOH costs, especially unplanned overtime and significant inventory reduction in RAW and WIP by combined total of 34% deploying Kanban systems.

Arvin Industries “Maremont Division”, Toronto, Ontario 1989 – 1994

GENERAL MANAGER 1992 – 1994

VICE-PRESIDENT MANUFACTURING (CDN$) 1989 – 1991

Managed the production for exhaust manufactured assemblies through stamping,fabrication ,assembly , mig welding and electrostatic powder coating process for 1800 sku’s to support Canadian aftermarket and OES customers with a main distribution center supported by 4 satellite warehouses across Canada.

Directed and monitored a $22 million operating budget, 180 unionized hourly employees and a salary support staff of 22 people, Gained a reputation as a ‘Pioneer’ for introducing lean manufacturing

Total lean manufacturing impact over a 2 year period resulted in a 18% improvement in cost of production.

Managed contract bargaining negotiations, resulting in the company’s mandate being met and no work disruption for 3 successive contracts with CAW officials.

Relocated initial plant to an existing Arvin building 30 km away on time, on budget and without impacting customer deliveries which contributed in a savings of over $500,000 per year in VOH and FOH costs with 30% less floor foot print space.

Barrincorp Industries, Goderich, Exeter & Toronto, Ontario (AP Parts of Canada) 1979 – 1989

VICE-PRESIDENT OF MANUFACTURING

ENGINEERING MANAGER – PRODUCT & R&D ENGINEERING

INDUSTRIAL ENGINEER (CDN$)

Held full management control over 3 plants employing 270 salaried and hourly staff after an acquisition of AP Parts of Canada producing OES/Aftermarket exhaust assemblies and window rubber seal extrusions.

Consolidated the Goderich manufacturing plant into the Toronto facility generating $2.5 million EBITDA .

Implemented a product design standardization program reducing assembly line set-up time by 60+%.

EDUCATION

BACHELOR INDUSTRIAL ENGINEERING Ryerson University, Toronto, Ontario 1984

CERTIFICATE – LEAN MANUFACTURING Arvin Total Quality Production Systems 1988

CERTIFICATE – Six Sigma Black Belt Six Sigma Canada 2005

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