J. DAN CORVIN 6260 Glen Hollow Drive, Liberty Township, OH 45011 (513) 300-4097 | jc121c7c2@westpost.

net MANUFACTURING & PRODUCTION MANAGER | TEAM LEADER " SUPPORT HIGH-VOLUME OPERATION S Serve as operations manager for a facility that complies with Current Good Manuf acturing Practices (cGMPs) ________________________________________ Manage and direct million-dollar manufacturing operations that involve the super vision of a full staff of machinists, maintenance, and other floor personnel. Tr ack departmental efficiencies and operational costs to identify areas to cut exp enses " i.e. carried out the integration of new lubrication system expected to s ave over $500,000 over the next several years. Expertise spans into all areas of operations management, starting with managing day-to-day business operations an d progressing into the integration of new projects and SOPs that improves staff performance and saves on manpower. Focus energy on reengineering and realigning production operations that maximizes output and workflow. Core areas of manageme nt skills encompass: * * * * * * * * * * * * Facilities Management Capital Improvement Projects Material Resource Planning (MRP) Management / Team / Executive Liaison Strategic Business Planning Departmental Administration Project / Program Management Staff & Organizational Development Company-Wide Networking Departmental Management & Business Steering Six Sigma, OSHA & EPA Compliance Team Performance / Issue Resolution

PROFESSIONAL CAREER Extensive History of Bottom-Line Improvements MAINTENANCE MANAGER/TOUR LEADER - CARGILL, INC., DAYTON, OH - 2002 " 2010 Managed and directed the maintenance and service of multimillion-dollar equipmen t for one of the largest producers and marketers of agricultural products. Direc ted the core aspects of departmental management, such as contract procurement, s ystem replacements, staff scheduling/manpower allocation, problem solving, and m aintenance logistics. Managed, coached, and mentored 25 personnel assigned with the repair, upkeep, a nd maintenance of on-site equipment. Analyzed staff scheduled and restructured m anpower accordingly, cutting 11% off the top for overtime. Improved performance scores by 8 %. Complied with OSHA, EPA, and company-outlined policies and procedures. Conducte d weekly safety meetings, education maintenance personnel relative to handling v ital situations, such as chemical spills, equipment safety, and human factors. Z ero injuries over the last 3 years. Served as a key member of the Procedural Planning Group " outlined equipment in stallation and how-to repair procedures. Increased maintenance efficiency and pr oductivity by 8% in addition to improving overall quality control through the us e of QA/QC checklists. Recruited quotes for the installation of a new lubrication system for machine d ryers and rollers; system is expected to add life to machine pins, bearings, and other core mechanisms with an expected savings of $400,000 over the next 5 year s.

Built and encouraged strong relationships with contractor and maintenance perso nnel to include warehouse personnel as well. Scheduled maintenance tasks around the on-going needs of staff, while eliminating unnecessary downtime for equipmen t repairs. Led several capital improvement projects throughout tenure, including the repla cement of 6 HVAC systems [estimated around $160,000]. TEAM LEADER - CORNING PRECISION LENS (ACQUIRED BY 3M), CINCINNATI, OH - 2001 " 2 002 Led the orientation, training, and coaching of a production department for a lea ding producer of lens systems. Collaborated with management in core staffing are as, including scheduling, manpower allocation, system reengineering, program man agement, and administering effective communications. Trained and supervised a team of 40 employees on the practices of lean manufact uring. Created the first department to meet and exceed daily production goals. M aintained high assembly output without sacrificing component and assembly qualit y. J. DAN CORVIN Page Two (Professional Career, contd) Assisted with on-boarding 130 new associates, which included orientation and tr aining on lean manufacturing "topics covered inventory controls, reporting proce dures, business process reengineering, and team performance maximation. Aided wi th reducing unnecessary staff turnover. Served as point-of-contact between subordinates and management. Monitored and a ddressed production discrepancies and verified daily operations. Conducted daily meetings to discuss and resolve on-going issues " maintained an open line of co mmunication that secured strong comraderie amongst staff. Assisted upper management with planning and managing supply chain, project mana gement, and customer fulfillment, as well as, participating in quality control/a ssurance and shipping. Advised as needed on the restructuring of internal proces ses and the introduction of quality metrics. PLANT SUPERVISOR - FLOWSERVE CORPORATION (DURIRON CO.), DAYTON, OH - 1991 " 2001 Supervised machinists in 10 manufacturing cells, i.e. CNC lathes, machining, gri nders, balancing and acceptance testing equipment. Supervised, trained, schedule d and evaluated 50+ person team consisting of assemblers, machinists, and progra mmers. Managed 5 direct and indirect reports consisting of engineers and supervi sors. Enforced policies, procedures, and processes in collaboration with site enginee rs working on the application and on-going compliance with Six Sigma principles. Ensured supervisory role was compliant with program integrity and state mandate s. Managed finished project for compliance with zero defect policy. Realigned cell operations to focus on efficiency and reduction of the use of ra w materials. Refined and documented operation processes, increasing plant produc tivity by 15% and reducing scrap saving $100,000+ annually (cut by 90%). Eliminated lost time and injury incidents by implementing a safety awareness pr ogram. Safety topics included illness and injury prevention, use of safety equip ment, fire prevention and protection, internal safety procedures, emergency resp onse, and handling hazardous spills as needed. Revamped entire pump assembly procedure, dramatically reducing handling costs, restoring customer confidence, and improving on-time delivery from 87% to 95%. E liminated surplus of 350 past-due pumps, generating additional revenue of $1.75 million. Established quality working relationship and communication with employees, mana gement, the Union Committee and Leadership, preventing any 2nd step grievances. EDUCATION & ADVANCED TRAINING

M.A., Business Management, June 2000 Antioch University (The McGregor School), Yellow Springs, OH B.A., Business Management/Minor: Communication, June 1998 Capital University, Columbus, OH Magna Cum Laude/3.9 GPA Certified Lean Manufacturing Overview Trainer, Seven Pines Consulting Group (Cor ning), 2001 MLT 1 = Lube Technician (Preventative Maintenance), International Council Machin ery Lubrication (ICML) Certificate, 30-Hour OSHA Certificate, Lift Truck Licensing AWARD Champion of Change Award, Duriron Leadership