Jeffrey Whitley

• Responsible for all Plant Site Operations & functions including Environmental Health & Safety, Production Control, Logistics, Quality, Waste, Cost, Morale, AOP, and OEM of Consumer Tire Mfg. Managing and leading a Salary and hourly staff of approximately 1,100 associates. • Oversee operational excellence activities including oversite of Production System, Lead all Cost reduction oversite and project management of all continuous improvement activities for material, efficiencies, organic growth. Manage manufacturing costing, including plant utilization and capacity management. Drive annual manufacturing strategy process incorporating customer sales and capital spending strategies. • Lead project teams for manufacturing rationalization, footprint planning and integration of acquisition • Improved overall safety performance, driving toward zero accident. Improved accident frequency and severity rates over year and increased incident reporting by utilizing a behavior-based safety process. Achieved ISO 14001 approvals and ISO 45001 implementation. • Successfully navigated plant through 2020 COVID-19 crisis. Achieving record year performance. • Improved Cost per Unit by 15%, through Process Improvements and Team Member engagement. • Achieved IATF certification and improved first pass yield • Moved OEM yield to World Class performance for industry standard • Successfully Implemented HPT (High Performance Team)

• Responsible for all Plant Site Operations & functions including Environmental Health & Safety, Production Control, Logistics, Quality, Waste, Cost, Morale, AOP, and OEM of Commercial Tire Mtg. • Responsible for sourcing all commercial tire production from China to USA. • Achieved double-digit improvements in CpTon (Cost per Ton) through Team Development and process improvements. • "Most Improved Plant" Globally in 2019 • Led operations functional teams in Production Control and Logistics, Quality, EHS and Continuous Improvement. • Managed capital equipment purchases and implementation.

Responsible for all operations of manufacturing Commercial and aviation tires. Managing and leading all Safety, Quality, Cost metrics, with a salary and hourly staff of approximately 1,600 associates. • Developed a culture of accountability and total ownership of Operational Excellence. • Made significant improvement in Safety and customer delivery by obtaining early plant involvement and improving communication between the cross functional teams.

• Responsible for managing, directing, and leading the Production Operations through strategic operational change. Improving Safety, Quality, Cost and Delivery. • Developed a strong enthusiastic Leadership Team to drive organization to Operational Excellence. • Implemented an operational process from “Milliken Operations System”. This process was rolled out Globally throughout organization. Our factory delivered remarkable turnaround results while implementing this process. Goodyear Board of Directors visit factory as part of recognition. • Implemented IT solutions to move factory to a visual manufacturing workplace. • Improved internal customer delays 10% • Drive ownership and accountability throughout organization • Provide tracking of reliability of equipment and track technician accountability

Responsible for managing, Safety, Quality, Cost and Delivery in factory business unit. Each unit ranged from 200 to 600 Salary and Hourly Associates. As part of my development and exceptional performance I was assigned to each Business Center for development of my personal skills as well as promote and lead Operational Excellence. • Business Center Manager in Commercial & Military Hummer Tire Production • Business Center Manager in Component Preparation. Responsible for extruders, calendars, and belt/ply shears. • Business Center Manager in Compound (Rubber) Mixing Department • Business Center Manager in Off the Road (OTR) responsible for Operational functions for producing tires 35” to 63” rim diameter. • Provided support and leadership in new product development. Lead the development and utilization of quality feedback tools to maintain and implement lessons learned. Supported the achievement of Cost of Quality, goals identified by ISO9000 certification requirements. Performed failure analysis, root cause analysis and corrective action follow-up. Executed internal audits QMS, ISO 9001: 2008 and surveillance audits.

Responsible for manufacturing of all facets of Commercial Tire manufacturing. Leading a team of approximately 200 salary and hourly associates. In 2002 spearheaded a $38mil. Plant expansion, spending 12 weeks in Akron, OH to train and debug newly designed equipment prior to shipment. This project was to deliver newly designed product to OTR customers.

Lead and directed a team of approximately 82 associates in a ISO 9002 wire manufacturing g Union Free environment. Accountable for Safety, Quality, Cost. Lead process improvements through implementation of autonomous work groups. Development of autonomous work groups leading to the elimination of first line supervisors.

Responsible for the daily operations and leadership of wire manufacturing process. Including Safety, Quality, Cost. Developed hourly teams in transition to autonomous work groups.

cum laude