trevor proutt

Currently looking for a role that fits. Keeping busy helping out local farmers with chores and other tasks they need help with. Volunteer roles of Chair for the Double B Agricultural Festival and Treasurer of the Brokenhead Ag Society also fill in time and help with promoting the ag industry and community events that the groups put on. Also volunteering with Tyndall Curling Club with junior curling.

After contracting at Bison for 19 months Masterbrand offered a role in their PBO area to bring some stability to the department. The previous supervisors had not been experienced enough to handle the long term associates that had been moved to this area. During my short time in this role we guided some associates to change their behaviour for the benefit of both the company and their future employment. Some successes were made along the way in regards to production but not long enough to see completion. With my manager retiring in February the company decided that they wanted to go in a different direction and I was released.

Drive coast to coast and delivered product to various customers

My role as plant manager was to bring a more efficient flow to the production side of the business. Lead-time and throughput were major issues when I arrived. We had partial success in both areas in my short time there. We brought together the ideas of those that were involved on the floor along with the experiences of senior employees and quickly changed the order/delivery dates from twenty-five plus days late down to eleven with no large capital purchases. The strength of the company is as one, not as individuals. With this team thinking growing, the employee morale was increased and a more of an open door policy was put in place.

In 1994 the management at this division decided that it was time for a change in the assembly process. They needed a more efficient layout with a revitalized employee driven process. My team was chosen on the basis of forward and on the edge thinking. We took a well used and worn out process that produced $74k per day to a $120k per day streamlined multi use assembly area. My role changed as the area developed, we became more involved in finding new ideas that would enhance what we had going and quickly adapted them for testing on one of the 8 cells we had previously created and if it worked we changed all the cells. Our entire thought process during this time was how we help the team get better. We succeeded in setting the guidelines for other departments and divisions to follow.

Green Oak is a full service landscaping, paving stone and snow clearing business located in the RM of Brokenhead. Offering full landscaping services from initial design to completed projects the business has completed residential, commercial and public projects from $1,000 to $150,000.

My day to day role covered the direction of all staff involved in the machining and pre assembly work before being transferred to the assembly department. Three supervisors and approx. one hundred and seventy full time staff on three shifts. Our annual production was $70-80 Million in this facility in case goods furniture. Other roles that were part of my responsibility. Capital purchases (machining): Report based decisions on the future purchase of equipment. Budget planning and goal setting (machining and all manufacturing): Continuous Improvement (Logic Division): As an operations manager my role was also to bring my reports to a level where they could step in and become a manager (take my job if needed). My reports, along with the other dept equals, were trained in different improvement techniques including Kaizen, Lean and Palliser’s version of TQM, PDQ. As we evolved from the old school manufacturing techniques of inventory and large lead times we reduced our inventory and lead times to more realistic numbers and more customer friendly dates.

Through the U of M CIM program I took the following courses to move towards my receiving my CIM designation. Fundamentals of Business - Winter 2001 Managerial Accounting - Spring 2000 Economics – Winter 2000 Effective Organization – Fall 1997 Team Building and Team Management – Spring 1997 System Thinking and Business Dynamics – Winter 1997 Decision Making and Problem Solving – Spring 1996