Desmond McKnight

17 Open Meadow Ct
Elkton, Maryland 21921
(302) 690-6992
dm106b482@westpost.net

Objective: Director of Operations/ Plant Manager / Engineering Director

Qualifications for Executive-Level Management
Possess 20 years of experience managing all aspects of engineering and manufactu
ring operations, with a track record
of improving productivity and reducing costs. Proficient in directing global te
ams to achieve project and corporate
goals. Effectively assesses technical and financial challenges and facilitates
decision making and problem
resolution among leaders. Areas of demonstrated expertise encompass (key word
s):
Manufacturing
New Business Development, P&L Responsibility, Financial Planning & Strategy, Sup
ply Chain Management. Inventory
Management, Strategic Planning, Project Management, Start-Up Operations, Six Sig
ma (Green Belt), Continuous
Improvement, ISO 9001, Performance Management
PSM, Root Cause Failure Analysis (RCFA), Failure Mode & Effect Analysis (FMEA),
Labor Relations, Team Development,
Coaching , Chemical Processes, Decision Making, Process Hazard Analysis (PHA), Q
uality Management, Coordination,
Staffing, Reliability Engineering, LEAN
Corporate Contributions:
* Improved On-Time Delivery Performance from 55% in 2008 to 92% in 2010 w/ incre
asing sales.
* Reduced Working Capital by 33% in 2009 achieving record inventory levels (low)
.
* Improved process auptimea from of 76% to 85% in 2007.
* Increased ashop floora ownership of quality and uptime, via Operator involveme
nt on focused teams.
* Reduced supply chain and inventory costs by $53 million in 2003 and by an addi
tional $18 million in 2004.
* Improved on-time delivery service in Europe from 84% to 96% in 2003.
* Led a $25-million capital expansion, including recruiting and training staff w
hile operating a new facility.
* Significantly improved workforce productivity, enabling a facility headcount r
eduction of 30%.
* Reduced overall costs by $3 million over a two-year period (2000 and 2001).
* Eliminated on-the-job injuries, achieving zero incidents in 2001 and 2002, dow
n from four in 2000 and eight in
1999.
* Increased polymer yield 20%, a revenue gain of $4.2 million.
* Developed and implemented project strategy that reduced checkout and start-up
from 12 weeks to 3 weeks.
Career Progression
Plant Manager a" Cytec Engineered Materials (Havre de Grace, Maryland) 2008-
Manage all aspects of plant operations, including 240 employees. Manage a $40-m
illion operating budget in a made to
order production business w/ annual sales of $120M. Led a cross functional ini
tiative, implementing customer and
product segmentation in order to increase production efficiency; realized an imp
rovement in on-time delivery of 50%
in 9 months. Utilized cross functional site and business teams to drive improve
ments. Manage profit-loss as a
member of the Adhesive Business Team.
DUPONT INCORPORATED
Engineering Manager a" Analine(R) Enterprise (Beaumont, Texas) 2007-2008
Leader for all Engineering and Maintenance for the Analine(R) business, includin
g 3 sites located in Texas and
Mississippi. Led initiatives to improve performance, in the areas of maintenanc
e reliability, capital and technical
project deliveries. Developed and implemented standardized processes in maintena
nce, reliability and project
management. Project Manager for $150 million in capital projects over multiple
sites.

Contract Services Manager (Wilmington, Delaware) 2005-2007

Led the global contract management process for services in DuPont. Established
and implemented an initiative to
improve the efficiency of DuPontas contract administration processes, including
the development of metrics and
progress reviews to ensure the services requested are delivered. Led and partici
pated in cross functional teams to
drive deliverables. Reduced U.S. spends by $19-million in 2006.
Global Supply Chain Manager (Wilmington, Delaware) 2002-2005
Leader of the global customer order fulfillment process (COFP) for INVISTA, DuPo
ntas fiber business. Manage an
organization of 275 employees in 21 countries, handling more than 30,000 orders
each month. Developed, led and
implemented cross-business projects focused on improving supply chain performanc
e and reducing inventory and working
capital. Advised and directed supply chain acountrya managers; influenced globa
l business teams on business
strategy for improving customer service.
Plant Manager (Athens, Georgia) 1999-2002
Manage all aspects of plant operations, including 900 employees. Developed stra
tegy and tactics to meet the
business objectives for quality, service, cost, safety and environment. Manage
a $44-million operating budget and a
$25-million capital budget. Led Project Team to install $10 million new Nylon A
pparel beaming and creeling process,
including building expansion.
Operations Manager (Chattanooga, Tennessee) 1997-1999
Led over 400 employees in the daily operations of the Chattanooga Polymer busine
ss, as well as the site support
functions for the powerhouse and laboratory operations. Manage a $90-million op
erating budget and a $30-million
capital budget. Manage profit-loss responsibility as a member of the global pol
ymer business team.
Business Manager (Chattanooga, Tennessee) 1995-1997
Leader of the Flooring Business Initiative to create market value for environmen
tal products based on recycled
carpet content. Led business teams in the development of business strategy, pro
ducts, markets, and manufacturing
processes. Started up and operated a pilot plant with 100 employees, increasing
output from 200,000 to 1,000,000
pounds per month.

Positions held prior to 1995: Operations Manager, Engineering Manager, Project M

anager, Field Program Supervisor,
and Technical Manager.
Education: Carnegie Mellon University a" Bachelor of Science, Electrical Enginee
ring