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GANDY LEE SMITH 2625 Monticello Dr, Mesquite Texas 75149, 972-288-9568, E-mail: leero75149@yahoo .

com Manufacturing Production Manager Product Development / Operations Analysis / Team Leadership An exceptional record of improving manufacturing environments, accommodating new products, providing leadership and motivation to diverse teams and improving th e flow of information between divisions and departments. Proactive, responsible , disciplined and dedicated. Quality Control Scheduling Floor Layouts dership Communication Development PROFESSIONAL HIGHLIGHTS MANNTECH , COPPELL, TEXAS LEADING DISTIRBUTOR OF NUTRITIONAL SUPPLEMENTS 2006-2011 FACILITY SUPERVISOR Directly responsible for the daily activities of the maintenance staff (Comprise d of Mannatech staff and contractors) Supervised and coordinated janitorial service functions Coordinated and prioritized the daily work orders Coordinated and supervised all corporate and Distribution Center moves Coordinated services provided by vending companies Coordinated lunch vendor services Supervised incoming and outgoing mail Supervised incoming and outgoing UPS and FedEx shipments Safety Coordinator Security Badge Administrator Processes and Procedures Lean Manufacturing Principles Account Acquisition Team Lea Product

TELECT, PLANO, TEXAS LEADING MANUFACTURER OF TELECOM RELAY RACKS AND CABINETS 2005-2006 Production Supervisor Directly responsible for the daily schedule and output attainments of the paint and weld department for one of the leading telecom product suppliers. Oversaw t he operations of a staff of 40 involving two shifts. Produced work schedule for paint and weld departments. Met daily with production planners to anticipate current and future requ irements for manufacturing needs. Worked to streamline manufacturing processes by moving workstations and strategic placement of work areas. Assisted in the elimination of a process step that saved the company app roximately $500 per day. Worked with the Engineering department to get equipment back to a functi onal level.

FIBER SYSTEMS INTERNATIONAL, Allen, Texas Manufacturers of fiber optic solutions, $20-million in annual revenues. 2002 to 2004 Production Manager Direct the daily operations for the nations third largest fiber optic solutions pro vider with expertise in manufacturing custom designed products for harsh environ ments, high tech communications systems and for heavy industry. Staff of 45, in cluding supervisor. Inherited an unstructured workplace, less than 600 sq. ft. of manufacturing spac e, rapidly increasing sales, a six week ($1.5-million) backlog of time sensitive orders and burgeoning quality control issues. Streamlined the manufacturing process with oversight for expansion into a 2,000 sq. ft. manufacturing facility. Re-laid production lines and re-sequenc ed the manufacturing process to accommodate widely varying product orders. Instituted daily cross-departmental meeting with Parts, Sales and purcha sing to review and monitor incoming orders. Subsequently added weekly productio n meetings with Line Leads to improve communication and identify areas of improv ement. Reduced Quality Control issues dramatically. Eliminated a nearly 30%-in ternal re-work ratio and an additional 10% Completed Order return ratio. Added on-site training programs to improve moral and productivity. Suff ered less than a 3% annual turnover primarily through promotion. No terminations.

FLEXTRONICS INTERNATIONAL, Richardson, Texas International contract manufacturer, primarily for Motorola, AT & T and Calix 1999 to 2002 Production Manager Guided the high-precision manufacture of custom designed shelves, cabinets and s ub-assemblies for major communications companies including Motorola, AT & T and Calix. Oversaw the ongoing development as the company grew from 12-to-125 manufacturing operators, including three supervisors, on two shifts. Provided technical manufacturing expertise, in collaboration with engine ering and the customers purchase agents, in the acquisition of significant new busi ness including AT & T and Calix. Advised manufacturing and engineering specialists for Calix and Motorola during the account acquisition process and to outsourced services. Assisted in the development of product specifications. Developed manufacturing floor plans, projected staff levels, generated w ork flow schematics, collaborated on quality standards and authored process and procedures to accommodate rapidly escalating manufacturing levels. Negotiated with third-party vendors to establish supply levels and timet ables in anticipation of a transition to JIT manufacturing. Achieved volumes in excess of 10,000 packages daily for Nokia hands-free automotive telephone systems; up to 100 frames weekly for Motorola and Calix, p lus 300 shelves for AT &T. ALCATEL USA INC., Plano, Texas Formerly Rockwell International which then acquired DSC Communications. 1989-1999 Manufacturing Manager / Supervisor (1998 to 1999)

Directed the daily operations of a 75-operator manufacturing floor in the Access and Transmission Products division (cabinet / shelves / subassembly), maintaini ng production schedules, deadlines and manpower. Oversaw two supervisory person nel. Selected as one of a dozen team members considering and then establishin g manufacturing criteria and procedures to accommodate the transition to JIT and KANBAN manufacturing systems. Achieved reductions in cycle time from 19 days to 8 days after the succe ssful implementation of JIT and KANBAN. Restructured the build process ultimately allowing for a 15% improvement in production rates and a companion 10% reduction in staff. Consulted interdepartmentally (as below) as new generations of products were introduced. Coordinate plans with engineering, materials, and parts. Coor dinated vendor participation for new production requirements (KANBAN) and orderi ng methodology. Developed Policies and Procedures to address manufacturing processes, ap proved in-house training programs, oversaw employee evaluations, resolved produc tion issues and guided the introduction of new products to the floor. Supervisor (1991 to 1998) Oversaw the daily efforts of up to 30 production operators building transmission support products (frame and sub-assemblies). Assisted engineering and planning in the introduction of seven new produ ct generations, recommending changes in the manufacturing floor layout, process flow and quality issues. Oversaw operator hiring, training and performance evaluations. Foreman / Lead Operator / Operation (1989 to 1991) A rapid series of promotions from manufacturing to leadership, gaining expertise in executing build orders and communicating with professional engineers and pro duction planners. TRAINING AND DEVELOPMENT Leadership Training - 7 Habits of Highly Effective People - Quality Management S kills Cycle Time Measurements - Total Quality Continuous Flow Improvements - QAT Tools - Cross Functional Teams - Barrier Remo val Teams OSHA Training Safety / Security Measures

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