Jeff Jatis Email & Phone Number

Cleveland, Oh, Us

Key responsibilities include: - oversee and manage the Materials Management and related Supply Chain activities for the Consumer Business Group - manage the Consumer Division Supply Chain by working with Purchasing & Logistics Management, organizing vendor relationships & integrating multiple areas of the supply chain - assist Management with integrating a company-wide supply chain and related operational strategy and manage integration within the division

Responsibilities in my role as Plant / Operations Manager included: - managing a $30MM operating budget and $2-$4MM Capital Project budget with expectations of 5% year over year cost reductions - all aspects of the Chicago Plant Operations including Slitter and Mill production, IMC Finishing, Recut, Shipping as well as Maintenance / Engineering - coordination of the 3rd party on-site Purchasing group - SSI Key contributions include: - improved Plant Uptime performance from 79% to 86% through Kaizen activities focused on reducing down-time associated with tube cut-off process and reducing mill change-over times - delivered $1.1MM in Conversion Cost savings through various projects focused on mill speed increases, vendor service contracts and material savings - improved yield from 88% to 93% through modifications of operator in-process checks and sequencing of mills during start-up process - served on Plant Management Negotiating Team that successfully negotitated new 3 year labor agreement with Sheet Metal Workers' International Local Union #73

Rohm & Haas sold our business unit - Automotive Coatings to Nippon in 2006. I served in the same capacity in this role as I did with Rohm & Haas. In addition to this, I was also responsible for Company Affiliated Sales to various Nippon facilities. Key contributions included: - served on SAP Steering Team which successfully implemented 2nd SAP Go-Live as we transitioned the business from Rohm & Haas to Nippon - championed the development of Department Training Coordinators, which reduced the time it took operators to be self-sufficient by 50% - guided implementation of Utility Monitoring Program, resulting in 50+% reduction in Plant water usage - increased shading lab productivity by 10% through introduction of Shading Cell Concept and LCCM (liquid computer color matching), techniques which were learned during visits to our sister plants in Japan

Us

Rohm & Haas purchased Morton International in 2000 which included our business - Automotive Coatings. In this role as Director of Operations, responsibilities included: - management of a $30MM operating budget and an annual Capital Project Budget of $3-5MM - providing management leadership to Manufacturing Departments (paint, resin, dispersion), Engineering & Maintenance, EHS, Procurement and Warehouse (on and off-site) for the Lansing site - developing and maintaining manufacturing operations plans for our manufacturing plants in Ajax, Ontario and Strullendorf Germany.Key contributions included: - reduced OSHA OII rate by over 60% over a 7 year period by implementing Safety Journal Renewal Plan - named Six Sigma Black Belt Champion for Milling area project that reduced cycle time by 35% - implemented cost controls resulting in flat production costs over a 3 year period - served on SAP Steering Team, which successfully implemented 2 different Go-Live's (2004 / 2007)

Managed $12MM operating budget for Manufacturing Departments (Paint, resin, dispersion) as well as responsible for warehousing, both on and off-site. Key contributions included: - Implementation of new Quality Philosophy (VPC),modeled off of the Toyota Production System, which led to a 30% improvement in Quality, 20% reduction in Safety Incidents and 10% improvement in Productivity - Corporate wide training of 400+ people in the VPC concepts - Coordinated MUDA Waste Reduction inititiative in Plant which led to a 30% reduction in waste - Project leader for implementation of formalized Supply Chain processes such as Demand & Supply Planning and S&OP

Coordinated efforts amongst R&D, Production, Sales and Technical departments to ensure that customer issues were addressed in a timely and efficient manner. Traveled to key customer accounts to ensure effective communication and follow up on issues and concerns.