Mark A.

Spencer
514 E. Hamilton Avenue - Wynne, AR 72396 - T. 870.588.1886 - ms69e22e@westpost.
net
Summary of Experience
20 years of experience in Continuous Improvement, Lean Manufacturing Engineerin
g, Certified Six Sigma Black Belt, Quality Assurance, Capital Expenditure Manage
ment, Machine Shop Management, efficiency analysis, cost negotiation and reducti
on. Trained in Crosby Quality and responsible for implementation and maintenance
of QS 9000 systems. Certified QS9000 Internal Auditor, Statistical process cont
rol, Kaizen, 5S, Poka-Yoke, Lean Manufacturing, Scrap Reduction, FMEA, DOE, Root
Cause Analysis and Associated Six Sigma initiatives. Proficient in AutoCAD, pro
ject management, word processing and spreadsheet programs.

Areas of Experience

Capital Expenditure Management E.I. Leadership Closed Cell

Rubber Extrusion
Closed Cell Plastic Extrusion Client Relations Continuous
Improvement
Production Scheduling Vendor Relations Contract Negotiations
Production Systems Lean Manufacturing Customer Relations
Personnel Training Project Management Expense Control
Inventory Control Total Quality Management Quality Control

Education
2004 B.S. Degree in Manufacturing and Industrial Technologies, Arkansas State Un
iversity
A.S. Degree in Drafting and Design, East Arkansas Community College
Six Sigma Black Belt, Six Sigma Academy / American Society of Quality
Training and Certification: Pneumatics and Hydraulics, FMEA, Crosby Quality Syst
ems, QS9000 Internal Auditor, Project Management, Manufacturing Process Control,
Rubber Extrusion Technology Certification from the University of Wisconsin Cont
inuing Engineering Education.
Currently pursuing my Masters in Management on-line.
Professional Accomplishment
Situation: Customer dissatisfied with the quality of our washing machine motor
s.
Action: Determined the root cause of wire winding defect. I Called the OEM
in to verify.
Capital expenditure cost of $60,000 for tooling replacement.
Result: Ordered all new major tooling and we achieved an annual cost savin
gs of $190,000/YR.
Problem: Couldn't meet our production demands
Action: Designed & developed a "Mill Slitter". This slitter allowed us to strip
(4) strips instead of (2). Result: Increase capacity and sales by $756,00
0/YR.
Problem: DCH tubing was too labor intensive.
Action: I designed, developed and implemented a machine that installed the
 core inside the tubing instead of
applying DCH tubing over the core.
Result: We reduced labor by $180,000/YR.
Problem: Customer threatening to cancel us as a supplier.
Action: Formed and Led a team through the Six Sigma Black Belt Methodology and
we determined it to be
process stretch.
Results: We realized a scrap saving of $118,000/YR. and retained our custom
er.
Situation: Customer complaint and internal reject rate was too high.
Action: Analyzed and determined our feeding system was varying puller speed
allowing slip to occur. I
purchased a touch-less dancer control which eliminated tubing slippa
ge
Results: We retained our customer and increased customer satisfaction.
Situation: Loss of process oil inventories
Action: I calculated and verified the correct volume of oil and determined it to
be a faulty pump valve and
replaced it.
Results: A drastic inventory improvement.@1.0lb./batch * 40 batches/shift * thre
e shifts * 250 days = $30,000
inventory adjustment/YR.
Situation: Utilized Six Sigma Black Belt Methodology
Action: Led a Kaizen event where we located the two key spots that contributed t
o bent plates and lowered
the entry guides and tapered the exit end of the sinking station.
Results: We reduced the scrap rate by 71% in all lead/acid batteries.
Situation: Employees Blood Lead levels (L.I A.) were inching to an unsafe level
.
Action: I introduced plastic carrier plates to lie between the lead oxide plates
and the conveyor carrier chain. Results: This change reduced L.I.A. emissions b
y 85%.
Situation: We needed to build a Research and Development Laboratory.
Action: Designed, developed and worked with a contractor to construct the buil
ding.
Results: A 4,000 sq. ft. research and development lab, which met the electrical,
air and water requirements
of the lab equipment and personnel.
Situation: We were using excess labor costs in a process for a customer (Whirl
pool).
Action: Led a Kaizen project that married two processes eliminating W.I.P. and c
reating a one piece flow.
Results: Saving in labor cost of $50,000/YR.
Situation: The need to increase P.P.H. in an effort to reduce cost in an effort
to reduce cost to our customers.
Action: Purchased mfg. aids to reduce process steps.
Result: We increase parts per/hr. per/employee (P.P.H.) from 160 P.P.H. to 276 P
.P.H.
Problem: Process working table top layout was laid out inefficiently.
Action: Time studied, designed the work flow, built a special table and retraine
d employees.
Result: P.P.H. increased from 70 P.P.H. to 190 P.P.H.
Situation: I was in charge of the installation, troubleshooting, maintenance and
production of a Timeline lead
oxide plate stacker.
Action: Facilitation and installation of TEKMAX TIMELine machine.
Results: Brought the initial production rate from 4,125 cells/MO to 10,005 cells
/MO from two months.
Problem: Employees were fatigued from loading 4800lbs of lead grids per shift.
Action: I developed a stackable stands which could be stacked with a forklift un
til we had 6 layers of grids.
Result: This project eliminated 18 employees from manually lifting 4,800 lbs/shi
ft which also eliminated a
safety hazard as well as costly back injuries.
Problem: Health hazard, blood lead levels were increasing above the O.S.H.A. hea
lth and safety level.
Action: I introduced a process change which removed the major reason for lead ox
ide air born dust.
Result: Lead oxide air born levels were reduced by 85%.

Professional History
EMERSON Appliance Motors 2008 - 2009
Senior Manufacturing Engineer
My responsibilities included process improvements, plant projects, new equipment
procurement, capital expenditures, vital maintenance procurement and tool desig
n.
Husqvarna Outdoor Products INC. 2007 - 2008
Manufacturing Engineer
My duties included process improvements, work cell layout, trouble shooting mach
inery and small scale project coordination. Attended Duponts S.T.O.P. Safety tra
ining.
Southern Steel and Wire Holding
Project Engineer
2007 - 2007
I performed time study's of employees and process, created work instructions, fa
cilitated automated process to reduce labor cost, W.I.P., redesigned a work proc
ess which added $50K a year to our labor force.
Exide Technologies (GNB Industrial Power)
2005-2007
Process Engineer
Utilized Project Management experience to facilitate the installation of a TEKMA
X Timeline machine, led a Kaizen event which reduced failed capacity scrap 95%.
Performed 5s audits while improving safe practices using S.T.O.P. card practices
.
Halstead / Rubatex
2001-2002
Process Engineer
Developed and completed a length variation project and a shrinkage project.
Provided the training of production staff on the effective use of statistical pr
ocess control software. Conducted gauge R&R studies on products and personnel fo
cused on production and quality inspections.
Wise Corp.
2000-2001
Project Engineer/Supervisor
Performed the installation of a seat assembly conveyor with power and air lines
at various stations, steel sheet, plate and tube bending.
Administered the programming of MotoMAN Robotic welders. Sheet metal and plate s
tamping press experience.
GenCorp.
1998-2000
Process Engineer
Initiated a production capacity study to identify extrusion equipment capabiliti
es as well as introduced a PM program for production equipment, various sheet me
tal components utilizing metal stamping presses.
Halstead / Rubatex (Recalled in 2001)
1984-1998
Manufacturing Engineer / Manager 1991-1998 ( Promotion )
Designed and drafted an extruder tooling system, core inserter, mill slitter, co
re stacker, an adjustable trim saw. Conducted production efficiency analysis fol
lowing machine operation as well as introduced a spreadsheet for the tracking of
maintenance part usage, capital expenditures, and project expenditures.
Machine Shop / Capital Expenditure Manager (1988-1991) Promotion
Provided the drafting of tooling blueprints, organized work assignments, an ensu
red the availability of raw materials, tools, and replacement components. Superv
ised die shot trial runs and subsequent die alterations, as well as managed the
machine shop department under budget. Worked with copper tube bending operation
utilizing Teledyne Pines benders.
Senior Draftsman (1984-1988)
Administered the drafting of machine assembly and component drawings. Performed
the drafting and layout of plant/office layouts as well as designed a coiler and
trim saw.