John M. Wade ( Management Professional / Consultant               
405 Newport Way NW, #2103 | Issaquah, WA 98027 | 360.912.0023 | 
National and International Manufacturing Business and Operations Optimization

Over 20 years' experience in every facet of manufacturing. Rich mix of process
improvement from raw material stage to finished product, team development and
motivation, building internal and external customer relationships, strategic
manufacturing improvements, and quality maximization that increases business and
drives profits in both national and international markets.

Recognized acumen in accurately analyzing production needs, fulfilling customer
specifications, and applying effective systems and metrics that achieve
manufacturing and financial goals, correct imbalances, increase yields, and raise
ROI on manufacturing costs. Thrive on tackling complex challenges, delivering
fresh perspectives on project requirements, and providing innovative solutions
with determination to meet, or finish under, budget. Willing to travel for
capital projects.

VALUE OFFERED

Product Design / Pilot Manufacturing
Capital Budget / P&L Management
World Class Manufacturing (WCM) Asset Management
Cost Avoidance / Reduction
Team Building and Communication
Just in Time (JIT)
Safety Management
End-to-end Project Management Operations / Process Reengineering
Production Forecasting
Workflow Optimization
Statistical Process Control (SPS)
Operations Start-Up
Cross-Staff Training / Presentations
Plant Operations / Multi-Site Operations
Total Quality Management (TQM)
Vendor Management
Work in Progress (WIP)
Workforce Management / Quality Circles
Yield Improvement / Capacity Planning
Participative Management
Labor Relations / Union Negotiations
R&D Team Consulting

EXPERIENCE and KEY CONTRIBUTIONS

Employment Sabbatical / Travel 2008 to 2009

Weyerhaeuser Corporation, Washington State Wood Products Divisions 1986 to 2007
International Fortune 500 company with $12B in revenues.
Production / Shipping Manager, Longview, WA, Mill (2003-2007)
Production Superintendent (1993-2003) / Quality Control Supervisor, Snoqualmie,
WA, Mill (1986-1993)

Snapshot: Career hallmarked by progressive promotions and numerous awards for
excellence in management, exceeding business objectives, production successes,
and safety records. Accountabilities included P&L in $M range, 160 direct
reports, major capital projects, and new start-ups. Consistently maximized
production, satisfied customer requirements, and met/exceeded business goals.
Achieved successes by applying best management practices, building empowered
workforces, and diligently interfacing with labor crews, supervisors, engineers,
sales, marketing, vendors, and customers.

NEW PRODUCT DEVELOPMENT - INTERNATIONAL MARKET
Developed and launched two new products for Japanese markets. Challenges
included meeting customers' unique raw material and finished product
requirements. Served as expert on R&D team for both products, from inception to
completion. Frequently visited customers in Japan as the consultant for product
applications and training the Japanese workforce.
(
Delivered intense customer product requirement training to empower employees to
meet specific requirements.
(
Developed several "firsts": checkpoints along all production line steps (from
raw materials to finished products), on-grade charts to track overall production
quality, and daily grader training to ensure employee production success.
(
Outcomes: Boosted volume of strength grade lumber to 100M bf/year in just 4
years and appearance grade lumber volume to 300M bf/year in only 5 years.
Increased customer satisfaction surveys from 70% to a high 90% range in 4 short
years. Raised employee pride in their overall performance.

PILOT MANUFACTURING - NEW PRODUCT LINE AT U.S. MILL

Served on the capital project development team that planned and built a new mill
production line with a $9M capital budget. Project roles included design (with
engineers and planners), start up training program development, production
forecasting, capacity planning, vendor management, and delivery of safety and new
equipment training programs.
(
Developed training matrix for new operators, performance standards, and
timelines for project implementation.
(
Initiated pre-installation training on new equipment with employees, vendors,
and on similar equipment at other mills. Required all operators to work hands-on
with installer and vendor after machine installation to ensure safety,
efficiency, and knowledge of machine capacity.
(
Outcomes: Reduced initial start up time by 50% (from projected 8 months to 4
months). Final project costs were cut from $9M to $8.3M, winning corporate
recognition. All operators were fully trained by start up.

 OPERATIONS AND PROCESS REENGINEERING, YIELD IMPROVEMENT, COST AND WASTE
REDUCTION

At several mills, significant production challenges existed, including old
manual production processes, material and manpower waste, production errors, and
inefficiencies due to using outmoded machinery. Oversaw end-to-end project
requirements that included: reengineering plant systems, replacing old machines
with new technologies, training operators on machine capacity, and establishing
new production and performance standards.
(
Examined mill production statistics, determined causes of material and labor
waste, and researched applicable new technologies to improve production metrics.
Collaborated with sales, marketing, vendors, and engineers to determine and
design feasible solutions for operations and production improvements.
(
Designed and implemented new labeling system to more accurately track available
finished products. (Longview Mill)
(
Instituted asset management through mandating equipment maintenance and
regularly scheduled parts replacement.
(
Outcomes: Boosted product volume by an impressive 30% through the reengineered
production line; appreciably cut material and labor waste by 8%, saving $3M/year;
and achieved a 1% drop in production downtime, yielding a noteworthy volume
increase of 10M bf/year.
TEAM BUILDING, TEAM MANAGEMENT, CROSS-STAFF TRAINING, WORKFLOW OPTIMIZATION

Challenges entailed building united inter-departmental teams working toward
common business goals, reversing entrenched old culture, replacing outdated
business models, motivating production improvement, and establishing new
operation systems to improve overall quality and output. Through patience, keen
listening, and pacing transitions, a new team culture emerged.

(
Utilized participative management model that incorporated the following:
building employees' knowledge base of customer requirements and company business
objectives; teaching problem solving, leadership, and team building skills;
facilitating understanding of cross-departmental needs; training on effective
machine operations, grade yields, environmental and occupational health, and
waste reduction; and conducting mandatory weekly safety meetings.
(
Initiated employee interfaces with other departments to forge understanding of
their performance impact on other teams.
(
Developed product output metrics to track improvements in each department, and
instituted employee incentives.
(
Led monthly reviews of customer feedback, sales and P&L updates, and production
goals with crews and supervisors.
(
Outcomes: Improved communication between departments, stimulated employee
involvement, and raised overall labor efficiency. Departments met/exceeded
budgets and safety, quality, and production metrics.

PRODUCTION IMPROVEMENTS, COST SAVINGS, SAFETY MANAGEMENT, INVENTORY CONTROL,
BUSINESS OPTIMIZATION
Represented company as the "go to expert" at multiple sites in Washington,
Oregon and the Midwestern states to assess ways to reduce costs, improve safety,
streamline operations, install new technologies, and detect business models
applicable to the company. Established systems that met or exceeded company
financial and production goals. Involved both labor and supervisors in weekly
decision-making meetings, conducted Quality Circles, and instituted safety
management programs.
(
Outcomes:

- Slashed new project downtime from 60% to less than a 10%.
- Cut safety incidents from 25 per year to a cost-saving low of 2 incidents per
year.
- Reduced mill workforce from 2,500 to 300 employees in just 10 years while
increasing production 30%.
- Boosted customer satisfaction surveys from 82% to an impressive 90% yearly.
- Expanded fresh product inventory and minimized old product supply by
streamlining inventory control.
- Accelerated product high grade yields an average of 5% annually, topping at
plus 90% annually.
- Influenced increased / maintained orders as product expert during customer
site visits with sales teams.

PREVIOUS POSITIONS AT WEYERHAEUSER:
Dry End Superintendent | Planer Supervisor | Finishing End Superintendent |
Quality Control Supervisor

"Knowledge is essential to getting employees to "buy into" the system. The more
they know about the business objectives, the greater the overall success of the
company." -John M. Wade on empowering the workforce to maximize production.

EDUCATION and TRAINING

Bellevue Community College, Bellevue, WA-Accounting and Business Courses
Leadership Institute, Weyerhaeuser Corporation, WA-Graduated Levels 1, 2, 3
Courses in Leadership, Team Building, and Customer Relations

ADDITIONAL PROFICIENCIES and TECHNICAL SKILLS
Microsoft Excel and Word...Accounting and Budgeting...Warehouse
Operations...Production Plans and Schedules...
Regulatory Compliance (OSHA, FDA, DOT)...Time and Motion Studies...Shipping
(Bills of Lading, Scheduling)...Payroll