Mark Jakel

VCM production plant. Reduced OSHA recordable injury rate to zero the last few years through increased employee awareness and involvement, and successfully achieved Responsible Care Management System certification. Restructured departments and individuals' responsibilities to effectively manage plant operations with 30% fewer employees - a $3MM plus savings in annual overhead. Organization resulted in a flat structure with 15 direct reports and responsibility for 9 different departments. Responsible for fixed cost budget of $25 MM and variable costs of $350MM. Increased efficiency of raw materials and supplies used resulting in annual cost reductions of $3.5MM. Managed the planning and recovery from the impact and direct hit of two major hurricanes. Responsible for negotiation and contracts for plant supplies and services totaling over $10MM.

VCM Production plant. Assets purchased in November, 1999 by Georgia Gulf from Condea Vista. Developed effective front line supervisors through promotion of qualified leaders and training, with emphasis on responsibility and accountability. Increased production stream factor to nearly 99% by increasing operators' knowledge through training and a qualification process, which resulted in better decisions, less operating problems and more effective problem solving, and improved material usage efficiency. Reorganized operations and shipping structure to reduce layers and lower annual costs by over $100K. Reduced turnaround downtime by about 10% by developing a different approach for planning and executing turnarounds that resulted in more ownership by operators and improved work efficiency.

VCM Production plant. Assets were purchased by Georgia Gulf in November, 1999.

Manager of Alcohol production unit within large chemical complex. Managed union based operation and responsible for team consisting of 36 operators; scheduling product campaigns; maintenance activities; loading and shipping. Managed operations during major plant modernization project, including implementation of DCS control system.

PVC Compound plant. Managed and directed operations, maintenance, and shipping departments with annual fixed costs over $3MM, totaling 45 employees plus contractors. Successfully achieved ISO 9002 certification and cut product rejection rates in half. Implemented personnel policies and programs towards improving moral and lowering absenteeism from 10 percent to less than 1 percent. Increased production rates by 30% with minimal capital, while improving quality and customer satisfaction.

Supervised and directed private truck fleet of 28 tractors and 62 employees at 4 terminals, and improved profits by restructuring cost analysis, redistributing equipment, and improving driver communications. Developed plan and managed terminal operations during strike at one of site's base chemical plant.

Optimized product distribution through use of toll processors, warehouses, storage, and packaging facilities while working closely with business managers to meet customer demands.

PVC resin plant. Developed, designed and implemented projects towards reducing material usage, production scrap, and conserving water and energy, resulting in cost savings exceeding $1MM. Doubled PVC resin drying capacity with minimal capital costs and improved equipment performance. Ownership of plant changed to Vista Chemical Company following a leveraged buyout of the chemicals' division previously owned by Conoco Chemicals/DuPont.

VCM production plant. Initial responsibilities included the recruitment of engineers, energy conservation projects, and optimization of operations.