Mark C. Heller

2285 Pumpkin Vine Road

Lancaster, OH 43130

740-777-8631

OBJECTIVE:Utilize existing skills to improve manufacturing within a Company. Continue career growth in print manufacturing. Stay current of technical changes within industry trends.

SUMMARY:Thirty years of increasing responsibilities in the printing industry, seventeen years of which in offset. thirteen years manufacturing process control,nine years high integrity print and mail complex kitting.

EXPERIENCE:Relizon/WorkflowOne/Standard Register/Taylor Communications8/27/05 - Present

3125 Lewis Centre Way

Grove City, OH43123

Production/Operations Manager 11/1/05 to present

As Production/OperationsManager responsible for day to day operations for High Integrity Print/Mail, Print on Demand facility to includeoffset Press, High Speed Ink Jet, Digital Print, Bindery, Insert and Mail.Responsibility to include, Quality, Productivity, on Time Shipments, Maintenance, Safety and Process Improvement.

  • Manage Operation of Financial/Medical High Integrity Print and Mail Transactional facility to include installation of state of the artHP T400 (42 inch web High Speed Ink Jet). 4 PB MPS 22k inserters.
  • Set up and manage Print on Demand Digital Printto include 4-Igens and 6-288 Docutechs.
  • Installed and implemented workflow for the following Bindery equipment, 2-Hiedelberg polar cutters, 2-Horizon folder, 2-Horizon Perfect Binder, 1-Horizon Saddle Stitcher, Inkjet, Tab and 6 inserters.
  • Installed OCE 7255 digital print engines with Hunkler finishing equipment to support variable roll to roll print needs.
  • Implemented an Integrity system for 100 percent accuracy of variable secured data to include Print, Finishing, Insert and Mail.
  • Developed Manufacturing PerformanceMatrixto include weekly reporting and goal setting.
  • Developed Manufacturing Product and Procedure Audits.
  • Changed culture to include ContinuousProcess Improvement, 5s, Kiazen, Glass Walls and Gemba Walks. Decreased Digital turn times by 2 days, Decreased Press by 1 day. 99.8% on time shipments. Improved accuracy 99.6%.
  • Implemented Color Management for all digital print machines in several facilities
  • Help design and Implement Dynamic Variable kitting for our Healthcare customers.

Prepress/Digital Manager 8/27/05 to 11/1/05

As Prepress/Digital Manager I was responsible for the conversion of composition department into a Prepress department to support 4-color digital output. Responsible for completion of iGen3 4-color digital install.

  • Implemented the following software: Creo Evo, Preps Imposition, Kodak color management tools, Designmerge, and Hagen shop floor.
  • Hardware 2-Epson 9600, 2-Epson 4800, 1-Mistibushi DPX, 5-G5 Mac stations with Adobe Creative Suite. 2-Xerox iGen 3

Vertis, Inc.11/1/99 – 5/3/05

4051 Fondorf Drive

Columbus, OH43228

Technical Manager 9/30/01 to 5/3/05

As Technical Manager I reported directly to Division Manager and supported Operations Manager. Serve as the lynchpin in the successful attainment of Corporate directed division quality and process improvement goals that optimize efficiency and profitability for Vertis largest Retail Newspaper insert facility with 12 web heat offset 4, 8, and 12 unit presses. As part of the senior management team, synthesizes a wide range of technical inputs, draw rational conclusion and make recommendations to achieve process improvement objectives. Serve as a liaison to group, corporate and industry resources for all technical matters. E.g.; manufacturing raw materials, new process methodologies, and personnel technical development.

  • Developed Divisional Quality Plan.
  • Worked with Ink, Fountain Solution, and Blanket vendors on new formulations to increase productivity and improve quality.
  • Conversion to Stochastic screening with the direction from National Operations.
  • Developed, trained and monitored color management standards.
  • Responsible for the implementation of (VIP) Vertis Improvement Process utilizing Lean Management and TQMand achieved the following goals:
    Total Plate Remakes 4.5%, Web Breaks 1.5 per 100 rolls, lowered Run Waste to 2.3 %, Down Time 12 hours per 100 run hrs including PMs, Average Make Ready time to1.6 hours.
  • Key member of safety committee and driving force behind lowering accident frequency. Training in DuPont Stop program.
  • GATF press operator graduate
  • Trained and implemented 5s and SMED principles
  • Member of American Society for Quality and have started working towards certification as a Quality Engineer. When completed, courses will have included Six Sigma.

Prepress Manager 11/1/99 to 9/30/01

As Prepress Manager, responsible for receiving customer supplied files and production of 5,000 plates a month using Computer to Plate workflow for our newspaper insert division with a total of 12 web heat set press lines ranging from 24 to 66 inch. Manage eighteen employees through 4 shift leads. Work with sales on customer concerns as they relate to Electronic Prepress and color management.

  • Implemented 100% conversion to P.D.F and Computer to plate work flow within 1 year.
  • Implemented several software and hardware changes to increase productivity and enhance quality of product to our internal and external customers and reduced staffing in Prepress by 30%.
  • Reduced Pre-press plate remakes from 3.1% to 1.2 %
  • Implemented Vertis Improvement Process within TC Advertising Columbus Division manufacturing.

The Printing House, Ltd.1982 – 1999

P.O. Box 310

Quincy, FL 32351

Graphics Division Plant Manager, 1994 to 1999

Electronic Graphics Manager, 1992 to 1994

Special Projects Supervisor, 1990 to 1992

Plate/Proof Supervisor, 1988 to 1990

Misomex Programmer, 1987 to 1988

Camera/Opti Copy, 1984 to 1987

Stripper, 1982 to 1984

As Plant Manager Graphics Division, responsible for the creation and production of 1,000 4-color pages per day through all graphics, electronic and conventional pre-press departments using state of art equipment for our publication and commercial offset web and sheet-fed printing facility. Manage ninety employees through 4 managers through all phases of electronic and conventional prepress. Worked with sales on customers concerns with graphics and electronic prepress changing technology. Evaluate new technology; made recommendations and implement when approved. Prepared quarterly and yearly forecasts. Presented, reviewed, and defended forecasts to Senior Management.

  • Improved Graphic Division P & L from $960,000 loss per year to profit of 1.3 million
  • Implemented conversion of computer to plate technology
  • Implemented several software and hardware changes to increase productivity and enhance quality of product to our internal and external customers.
  • Implemented move and renovation of Graphics Division to printing facility.As Electronic Graphics Manager, responsible for graphics and electronic prepress area. Supervised 70 employees through 3 supervisors. Produced 500 paginated 4 color film/separations pages a day through Graphics area. Responsible for management of production schedules and adherence to budget forecasts, quality and quantity of product. Input on technology upgrades and implementation.
  • Installed inventory control system, reduced inventory $250,000.
  • Decreased employee turnover ratio by 30%.
  • Implemented several electronic systems changes.
  • Decrease spoilage’s from 12% to 3%.
  • Increased on time shipments to the printing facility to 92% including late submitted publications.
  • Implemented production and quality standards, increased productivity by 35%, decreased error credits from 630,000 a year to 180,000.

As Special Projects Supervisor, I helped create and establish the Graphics Division for The Printing House’s company owned Homes & Land publications (worldwide Real Estate Franchise Publication 200 bi-weekly and monthly publication).

  • Learned and trained Graphics and Prepress software.
  • Implemented conversion from Bedford system (Paste up) to Macintosh platform.
  • Combined the separations workflow with the newly developed page layout.
  • Conducted in-house training program that increased performance and effectiveness of employees.
  • Evaluated, placed, and trained employees. Implemented conversion, made staffing reductions due to conversion, 124 to 72 employees.

EDUCATION:Tallahassee Community College, 2 year

ColumbusStateCommunity College

Various management development seminars and courses

COURSES

Lean Yellow Belt – MotorolaUniversity,

Basic problem solving and lean tools needed to work effectively in Lean process improvement efforts

Web Offset Press Operator Certification - GATF

1 year classroom course with final exam and certification.

Total Quality Management – Rochester Institute of Technology, John Compton – Director

Course included: Motivating forces for total quality management, definition of quality, cost of quality, management’s role in T.Q.M., employees role in T.Q.M., statistical process control

The 7 Habits of Highly Effective People – FloridaStateUniversity – Stephen R. Covey

Course included: Be Proactive, Begin with the End in Mind, Put First Things First, Think Win/Win, Seek First to Understand, Then to be Understood, Synergize, Sharpen the Saw

Workflow Re-Engineering – FloridaStateUniversity

Course included: Mapping Workflow, Database, Strategic Approaches of Process Improvement, and Automating Workflow

SEMINARS

TeamBuilding

Leadership

Project Planning

Facilitation Skills