TELEPHONE Cell: (217) 972-1496 Bachelor of Science Civil/Environmental Engineering 1996

NAME: Tito G. Pope

TELEPHONE Cell: (217) 972-1496 Bachelor of Science Civil/Environmental Engineering 1996 GPA: 3.2 E-mail: [email protected] West Point (United States Military Academy) West Point, NY 10997

Master of Science Engineering Management 1999 GPA: 3.6 Missouri University of Science & Technology; Rolla, MO 65401

ACTIVITIES: HIGH SCHOOL: Class Valedictorian; Presidential Academic Fitness Award (3 yrs); Volunteer of the Year Award as research assistant at U.S. Department of Interior, Bureau of Mines; Track, 3 year letterman, Co-Captain; Student Council Class Representative (4 yrs); Perfect Attendance (4 yrs). COLLEGE: Master Fitness Trainer; Intramurals (Team Handball, Basketball, Boxing, Football, Cross-Country (Coach, Runner). Awarded the Missouri’s Alliance for Graduate Education and the Professoriate Scholarship. MILITARY: Rank of Lieutenant Colonel; Command and General Staff College, Engineer Officer Basic Course Distinguished Graduate; Air Assault Qualification Badge; Association of the United States Army Member; Society of American Military Engineers; INCOSE (International Council of System Engineering)

PROFESSIONAL EXPERIENCE:

December 2016 – Present: Assistant Plant Manager, Clorox (Homecare & Laundry), Atlanta, GA – Responsible for the largest volume producing plant in the Clorox network and overall leadership of the plants operational performance (8 production lines) in safety, quality, supply assurance, financial, service, employee (300 associates) culture/relations, and supply chain management. Drive continuous improvement and maintain an effective system of metrics, scorecards, governance and reviews to assure strategies and projects are aligned with business needs where Clorox values, recognizes and rewards individual and team success.

April 2015 – December 2016: Operations Manager, Clorox (Kingsford Charcoal), Summershade KY – Managed plant operations and distribution center that ran 24/7 with a team of 90 hourly associates and 7 salaried employees. Duties included training/developing people, leading safety initiatives, improving quality and supply assurance, delivering cost results, launching new product introductions, managing change, and driving continuous improvement using WCO methodology.  Sustained strong ESPACE performance with no recordable injuries or lost time cases  Schedule attainment +5.9% over FY15 actuals; achieved annual 35% production volume increase  Diagnosed OEE gaps; both packaging and briquetting operations improved in daily uptime over FY15 actuals (+3.4% and +15.2% respectively)

November 2013 – April 2015: Manufacturing Manager, Precision Castparts Corporation, Douglas, GA – Full P&L responsibility for planning, manufacturing and execution of finishing and non-destructive testing (NDT) operations for an aerospace manufacturing company supplying cast metal parts for use in the aerospace, industrial and defense industries. Leading multiple value streams to manufacture and deliver $48M in annual casting sales. In addition, direct responsibility of Mexico manufacturing operations in Merida, Mexico and indirect responsibility for engineering and quality.  Delivered 2.5% EBIT (operating profit) growth every quarter through cross functional cooperation with departments to reduce operating costs in all areas and remedy throughput constraints to improve order-to-delivery cycle times.  Reduced production and NPI inventory from 30.3 days to 22.5 days through setup/control of supermarket lanes and tracking inventory  Lowered variable cost per earned standard hour by 14%, improved labor utilization by 12% and reduced overtime by 8% using six sigma to avoid variation (employed standard work), improve control and drive capacity improvements  Reinforced better discipline on first-in, first out WIP movement and redesigned finishing cells that improved quality and throughput to the dock for the top 20 volume jobs

April 2007 – November 2013: Six Sigma Blackbelt, Caterpillar, Decatur, IL – Committed to excellence through development of major manufacturing projects while working with internal/external suppliers to support/improve manufacturing productivity and cost effectiveness. Managing, setting direction, and leading the way to proactive approach to manufacturing assembly and test improvements that create engaged team members with project deliverables focused on safety, quality, velocity, cost and process stability and continuous improvement actions by posing new ways of doing things through demonstrated successful application of new methodologies. Ensure that improved processes are sustained with continued support from process owners.  Championed / deployed Caterpillar Production System across 4 value streams within a 3M square foot manufacturing site. Leading moderately complex projects to improve critical business processes that drive financial results including developing project plans and business cases that meet customer expectations, improve quality, reduce cycle times and increase profits; project benefits ranged from $2M - $17M annually.  Developed processes to drive out inefficiencies through effective lean six sigma countermeasures that resulted in $15M in inventory savings. Evaluate value streams and seek out constraint areas that are unbalance. Reduced cycle time by 37 percent (19 days to 12 days) and defects by 18 percent within the entire 620/630 Scraper fabrication and assembly areas; reduced cycle time by 25 percent (12 days to 9 days) within 797 Large Mining Truck assembly and test value stream.  Implemented a plant wide Safety Champion program that delivered 61% improvement over 2012 toward recordable injury frequency (RIF – 3.50 to 1.35) and 54% improvement over 2012 for lost time case frequency rate (LTCFR – 1.50 to 0.68). The program improved primary focus on leading indicators, safety improvements and established expected behaviors by holding all employees accountable to those standards and reward safe behaviors.  Led 4 Rapid Improvement Workshops (RIW) annually in critical areas of opportunity to increase safety and quality, lower costs and isolate variation. Projects were validated and aligned with business strategy. Coordinated the improvements with the appropriate project/process owners to accomplish the project goals. Critical improvements were based on the fundamental vision of “putting the customer first”; things done to increase customer satisfaction led to favorable downstream and upstream affects within the fabrication, assembly and testing processes.  Enhanced quality program by integrating corrective action protocol that drove containment, increased detection and resolution within assembly process that reduced cycle time, increased production capacity and decreased WIP inventory. August 2005 – April 2007: Section Manager, Caterpillar, Decatur, IL – Demonstrated industry knowledge and engineering practices while driving production needs through effective planning, organizing, budgeting, measuring and tracking daily section metrics. Responsible for all assembly operations for 3 shifts and managed work performance for manufacturing processes within 4 sections to include safety, quality, training and personnel development of 105 union employees and two production supervisors.  Improved quality (Very Early Hour Reliability – VEHR) from 0.031/unit to 0/unit by developing quality plan of action (build-in-station and layered audits) that reduced variability through implementation of standardized work and engaging engineers on all manufacturability issues.  Implemented lean manufacturing initiatives in all cells to help drive metrics and improved work stations; 78 percent improvement in scrap, 30 percent improvement in budget savings and providing more visual layout of work areas.  Lead the first continuous improvement project for the 620/630 Scraper fabrication and assembly area. Project was a means to build a unit with the presence of support groups (engineering, materials, processing and quality) in order to seek out areas of improvement. Issues were documented in the assembly and test sections and later aligned with workmanship practices / standard work.  Expanded employee development; all employees were Yellow Belt qualified. Mentored employees to take on positions of more responsibility in order for their skills to become the highest leverage for the company; 2 employees became auditors and one became an operations supervisor. ailing November 2000 to August 2005: New Product Manufacturing Engineer, Applied Materials, Santa Clara, CA - Demonstrated knowledge of the engineering discipline, practices and principles; demonstrated ability to provide training and mentorship. Utilized knowledge of product structure and bill of materials, assembly documentation (supply quality management/quality management system), engineering change order processing, time management, and product safety requirements to ensure complete functionality of systems prior to shipment. Provided full operational support of pilot manufacturing line design, failure mode and effect analysis, tolerance analysis, geometric dimensioning and tolerancing, part fabrication methods, design for assembly, ergonomic assessment, and task management. . Planned and developed the implementation of strategies that created greater tech momentum in operations which contribute to faster and more consistent transition of test procedures by reducing total test time by 24 percent; identified all components, steps and critical paths for final test of 300mm Radiance Thermal Processing (RTP) Systems. . Provided manufacturing and operations engineering support in delivering 3-5 300mm systems per fiscal quarter to customers according to the agreed-upon schedule, cost and quality levels; assured interim solutions are expeditiously implemented when problems arise and provide meaningful support to long term solutions that are driven through the design group. . Managed Scanning, Reconciliation, and Totting (SRT) Program for the entire Transistor Capacitor Group (TCG) which provided the customer an automated shipping checklist that accounted for all system components; partnered with production to drive improvement of the commercialization process and incorporated new product designs in support of cost and ease of manufacturability; developed tools and document processes with production operations that supported established guidelines for new manufacturing processes in order to eliminate part shortages prior to shipment.