George Witt Email and Phone Number

-Highest Level of local Management in the St. Louis Radiochemistry Laboratory, responsible for all aspects of maintaining a strong successful business.-Obtained substantial financial improvement over a 10 month period of time Improved Manpower cost by 30% of Net Sales, reduced consumables by 6% of Net Sales leading to an overall improvement of EBIT of 58%-Worked with QA Department to maintain Federal, TNI, and State certifications for the laboratory, Including DoD and DoE through ANAB, 10 state certifications through TNI reciprocity, and 15 individual state certifications.-Developed a new “weekly Kaizen” approach to process improvement; isolating one product line at a time for substantial improvements, typically between 50-60% improvement in productivity while maintaining the same level of quality-Introduced a new data reviewer checklist leveraging visual affordances to improve data review quality, reduce training time, and reducing cycle time for review from 30min/batch to 10min/batch-Oversaw buildout of new laboratory area and worked with middle management to ensure appropriate cell buildouts to improve productivity and dramatically reduce transportation, motion, and inventory waste-Directed a new inventory system to reduce inventory waste leading to a reduction of consumables cost.-Designed and led a 5 week Lean training course to introduce Lean concepts to align the laboratory and help teach lean principles.

-Highest level of local management. Responsible for managing all levels of production and ensuring strong sustainable growth in the Atlanta Market-Improved local On Time Delivery from 65% to 95% within the first month, and continued to maintain this high level of delivery.-Developed a Lean manufacturing culture within the laboratory, driving multiple Kaizens events and daily Kaizen to improve Quality, Delivery, Productivity, and Cost.-Improved Staff turnover rate from 23% to <10% by improving working conditions and communication between Management and Staff.-Lead Client services to improve Client Services Scorecard from 44% to 90%

- Maintained and provided oversight for the Quality Assurance, and Health & Safety Environmental Management (HSE) Programs for the Company including maintaining all relavant documentation, performing and responding to internal and external audits.- Pioneered the Company Intranet; utilizing it to streamline data entry and document control.- Generated many new SOPs and maintained all SOPs to ensure method compliance and regulatory compliance with all Accrediting Bodies including the Ohio Drinking Water Program, NELAP, Ohio VAP, Kentucky UST, Kentucky Waste Water, ISO 17025/9001, and IDEM.- Spearheaded new applications of the LIMS "Dashboard" system to streamline production and decrease laboratory error.-Provided back-up support to the General Manager, including but not limited to completing Profit and Loss statements, managing and reviewing the annual budget of the 3.8 million dollar location.-Performed due diligence for a 40 million dollar laboratory acquisition.-Implemented Lean Daily Management and assisted in training staff and management on Lean/Six Sigma principles.-Created a Quality Circle comprised of individuals in each area of the laboratory to assist with client-focused-quality education.-Oversaw transition from Belmont Labs to Pace Analytical, maximizing client retention and minimizing down time.-Performed additional roles as Health and Safety Manager, Waste Coordinator, Organics Technical Director, Learning Management System Coordinator, and Notary Public

Note: Belmont Labs was purchased by Pace Analytical.- Oversaw over 80 Clients and approximately 1.5 million dollars of revenue; meeting routine and last minute needs consistently.- Managed Login, Field Services, and Bottle Preparation departments, maintaining high morale though considerable workload- Coordinated numerous complex projects while maintaining a high level of accuracy with reports and keeping a strong working relationship with clients- Spearheaded several new innovative initiatives to streamline departments to improve overall efficiency, in addition to increasing the quality of data produced by the laboratory.

Productivity & Contribution(s): - Generate more than $1M annual revenue in volatiles lab. - Schedule for efficiency and ran 2-4 mass spectrometers concurrently - Schedule & Perform Preventative Maintenance- Emergency Recovery of other technicians’ production equipment - Problem determination on other Tech’s procedures and equipment failuresLeadership:- Developed new methodology for the implementation of method EPA18.- Assisted the methodology development for the extraction and analysis of dispersants from saline water for the BP(Gulf) oil spill- Team Lead Volatiles Department May 2011-March 2012Problem resolution & Efficiency - - Solved many chronic problems such as BFB Tune failure- Maximized sample load- Developed new maintenance procedures and techniques to decrease expenses and increase instrument lifetime.People Skills & Management: - Senior Analyst’s 2nd in command – led the department & delegate work during Sr. Analyst’s absence.- Perceive co-workers skills and work-ethics and adjust my interaction to maximize their delivery (or avert their impact)