Engineer Manager

Daryl L. Mayes

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

Ringgold, Georgia 30736

706-***-**** (H)

423-***-**** (C)

shj7wz@r.postjobfree.com

EXPERIENCE:

Beaulieu Group, Dalton, Georgia

SENIOR INDUSTRIAL ENGINEER (2005 – 2011)

Identify process improvement projects and cost savings opportunities at the distribution center and in the supply chain. Use various Lean Six Sigma (LSS) tools to provide project leadership and facilitate Kaizens on numerous cost savings teams including: installing scanner system and RFID on conveyor system, implement GPS truck tracking in our internal supply chain, tube wrap consolidation, change product flow through warehouse, install new dock plates, dock doors, jumbo rolls project, implement cross docking, UPS and sample rolls consolidation, runners and anti fatigue rolls, etc. Conduct analysis of warehouse to achieve productivity increases and recommend process improvements including specification for a Warehouse Management System (WMS) and Transportation Management System TMS).

Track, modify and update engineered standards including packaging materials and labor standards in cost system.

Provide engineering support for the distribution plant manager and trucking manager and his staff. Data retrieval from the AS400 system for tracking and standardizing of trucking and outside warehousing. Locating, analyzing special equipment needs and track testing of equipment or programs. Recommend capital expenditures, process improvement changes, and plant yearly budget development ($25MM) and Capital request package. Perform economic justification and analysis to calculate Return on Investment (ROI).

Facilitator for the BLAST (Beaulieu Leadership and Success Training) training classes. Leading and teaching on the High Performance Work Place. Facilitate two modules in BLAST. Continuous Improvement and High Expectations. Facilitate the Flying Starship module for BLAST. Provide leadership to process improvement teams and implement the BLAST principles across management and hourly employees.

Training in Green Belt and lead the plant in Lean Manufacturing and Lean Six Sigma (LSS) techniques.

UCAR Carbon Company, Columbia, Tennessee

PROCESS MANAGER RAW MATERIALS (2004 – 2005)

Manage, coordinate and track the receiving and usage of raw materials for plant site. This involves communication with different department managers on materials needs and timing of delivery of materials.

Direct supervision of the raw materials team.

Communicating and tracking the delivery (truck, rail car, etc…) of materials from vendors to plant.

PROCESS MANAGER / PROJECT ENGINEER (2003 – 2004)

Manage and direct the Preventive Maintenance program for the plant site. This involves developing process improvement teams and setting direction for the teams. Maintaining / updating daily list of items that need P.M. and history list. Checking critical equipment items like pressure vessels, electrical breakers, building cranes, etc… and maintain correct license.

Projects to identify cost savings and improvement ideas. Upgrade electrical system on building crane. Apply new material to furnaces walls to reduce labor and cost of brick replacement. Move grinding room to use labor more efficiency. Upgrade and repair equipment (large turndown, gray planner). Lead project activities for other process managers (repair building roof, ergonomic counter balance).

Member of the plant management team and facilitate the reviews of safety items, accident investigations, update safety manual, update standard job procedures, manage proper training, license etc… for the plant.

Input requisitions and track purchase orders in J.D. Edwards One World system

Assist in the management of the plant maintenance team. Keep list of repair items, order parts, overtime list, and track work being completed by 13 mechanical and 14 electrical craftsmen.

INDUSTRIAL ENGINEERING CONSULTANT (2002 – 2003)

Tiffin Motorhomes, Red Bay, Alabama

Analyze full body paint operation (develop cost tracking program) and identify continuous improvement projects.

Reduce labor cost by 5.5%, and installed a waste recycle system.

Reduced the overtime process/cycle time by 25% while increasing/raising the quality standard.

Provide engineering support to manufacturing floor.

Select plant preventive maintenance program, implement and train plant personal.

Mark IV Automotive, Lexington, Tennessee

Develop labor standards and modernize the manufacturing cost estimating program system for an automotive parts manufacturer.

Jones New York, Lawrenceburg, Tennessee

INDUSTRIAL ENGINEER (2000 – 2002)

Provide management and engineering support to operations in the implementation of PkMS (Pick Ticket Management System) project to eliminate paperwork, annual inventory and more accurate tracking of inventory. Led, set direction and train operations in the use of this system. Used work process improvement techniques to identify areas of improvements and measured performance.

Develop, implement and maintain hourly incentive pay program. Maintained standards database, measuring performance, training employees in cycle time reduction and setting direction for operations, develop and maintain operations layouts work flow information.

Train and mentor new less experience engineers.

E. I. du Pont de Nemours & Company, Chattanooga, Tennessee

INDUSTRIAL ENGINEER (1989 - 1999)

NORTH AMERICA APPAREL MASTER PLANNER (1999 - 1999)

Coordinate monthly long range Sales & Operations Plan (S&OP) and asset utilization for North America Apparel Business, maximizing profits and utilization of machinery and equipment and significantly reducing machinery downtime.

Led and set directions for the business teams on long range supply vs. demand, resulting in lower inventory on a continuous basis.

Key member of the North America Apparel business planning team, regional segment teams and the global planning process.

Key user of Business Resources Planning (BRP) and S&OP toolkit (MIMI (ERP), Manugistics, S&OP database, etc).

Leader for the preparation and execution of the monthly S&OP process, including planning process, database preservation and data flow stewardship, monthly Master Planning Core Team (MPCT), S&OP, Profit Objective (PO) planning, global integration and five year planning for Apparel.

Responsible for integration of changing asset/data interfaces as a result of modernization and renewal including Joint Venture integration and assisting in major count transfer initiatives.

MECHANICAL MAINTENANCE ENGINEER/MANAGER OF MELT POLYMER AREA (1998-1999)

Provided direct supervision to multi-skilled mechanics in the daily operation of melt polymer area ( twenty four hour operation with three crews in different areas). This area operates the polymer extruders in the production of nylon. These duties included Project Management, Design, Predictive Maintenance (TPM), Equipment Overhauls, Equipment analysis for uptime, etc.

PLANT INDUSTRIAL ENGINEER (1992-1998)

Used World Class Manufacturing techniques to analyze operations and identified continuous improvement projects.

Developed and Utilized Activity Based Costing (ABC) to calculate the monthly denier cost by item for the Apparel business center, resulting in a much more accurate and timely system of computing item costs. Maintained database and supplied cost data to operations. Provided information from this model to the SAP team and assisted in the development of information to the SAP model. Trained plant personnel in the use of the Activity Based Costing Model and on-going development/expansion of this model to other areas of use.

Selected to be plant space coordinator. Provided area layouts for re-locating equipment and supplies from other off-plant locations. This also included consulting with different project teams for new equipment location, essential materials, finish product flow, packaging materials and finish product storage.

Interfaced with customers and vendors to assist with bar coding problems, labels, selection and testing of equipment and design of new packaging supplies. Developed corrugated and recycled package materials, saving money due to more efficient utilization of package materials.

Designed and led the start-up of an automated robot yarn packaging project. This project consisted of expanding and upgrading an existing automated robot-packaging facility to process tubes of yarn onto pallets. Responsibilities included team leader, financial management, functional description and layout and construction implication. This resulted in 50% reduction of packaging time and labor costs along with significant reduction in customer complaints.

Designed and implemented space requirements/layouts, materials flow and technical support to manufacturing, resulting in multiple areas of profit, including $220,000 based on better distribution center utilization.

Performed several hundred economic evaluations, cost studies and labor requirements for new areas. Ranging in size from $25,000 to $30 million justifying spending dollars on potential programs. This included modeling the program in a computer format and converting all project premises or assumptions to dollars saved or dollars spent. Economics calculations included Internal Rate of Return, Net Present Value, and Payback.

Member of Program and Cycle-Time Excellence (PACE) project teams. This program was a best practice for effectively managing development programs. Served as the Financial Analyst for the teams and also as a consultant to manufacturing.

Served as Project leader on Ink Jet Tube Printing project. Relocated an existing tube printing operation to plant site. Changed from pad printing to Ink Jet printing, reducing labor cost and waste, and increasing uptime and quality.

Performed Decision and Risk Analysis, which was a disciplined approach to decisions involving several uncertainties. Developed alternative courses of action, defined key uncertainties, modeled decisions and uncertainties, performed sensitivity analysis and made recommendations.

CO-PROJECT LEADER FOR EXPANSION PROJECTS (1989-1992)

Responsibilities included layout design, material flows, conveyor equipment and other mechanical equipment to be used. This also included following construction, final equipment inspection and checkout, start-up of equipment, training plant personnel on new equipment and turnover of equipment to manufacturing area. Developed labor requirements and package/case components to be used.

Maytag Company, Admiral Division, Galesburg, Illinois

INDUSTRIAL ENGINEER (1989)

Designed layouts for existing and new machinery in metal fabrication departments. Modified existing door production line by adding automated equipment and increased production rate by re-evaluating worker rates and combining jobs. The net result yielded teamwork atmosphere and increased throughput.

Designed new tooling and modified existing tooling for metal fabrication areas. Consulted with Mechanical Engineering to re-design tooling to reduce worker stress and potential Ergonomic issues.

Analyzed and documented uptime on automated door bending equipment, resulting in increased uptime and yield. Computed labor cost analysis for metal fabrication departments.

Conducted time studies and set rate standards.

EDUCATION

Completed some Post-Graduate work in Industrial Engineering, University of Tennessee at Chattanooga, Tennessee and University of Tennessee at Knoxville, Tennessee

B. S. in Industrial Engineering, University of Tennessee at Knoxville, Tennessee, March 1988

ADDITIONAL AREAS OF ACADEMIC COMPETENCE

Other computer training included Microsoft Access Database, A+ Certification, HTML, AutoCAD, Fortran, Basic, DBASE, GPSS Simulation, Pro-Model, Microsoft Excel, Microsoft Word, Microsoft Outlook, Lotus, 2020, Lotus Notes, etc.

MIMI Business Resources Planning and Sales and Operation Planning Principles, Time Study, Methods-Time Measurement (MTM), World Class Manufacturing, Green Belt and Lean Manufacturing.

ISO 9000, Qualpro (Statistical Quality Improvement Techniques for Manufacturing Processes), Leadership Training, Decision and Risk Analysis, Truck Driver (tractor trailer), Diesel Mechanic, Real Estate Affiliate Broker

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