Derrek W. Murray has over 15 years of experience leading teams in operations, quality, and customer service at Parker Hydraulic System Division. He currently leads two production cells totaling over $40 million in annual sales. Murray has a proven track record of implementing process improvements to increase quality and efficiency. He holds a Bachelor's degree in Business Management and expects to graduate in May 2020.

1. Derrek W. Murray
302 Watkins Lane, Battle Creek, MI 49015 - - (269) 963-8899 - - dmurray527@sbcglobal.com
OBJECTIVE: To support the goals of the company and our customers by usingmy problem solvingabilities and
positiveleadership skills to further develop my professional and academic skills
EXPERIENCE:
1/2004 – Present Parker – Hydraulic System Division Kalamazoo, MI
1/2012 to Present Value Stream Leader (Fabrication,Actuators & Utilities,CSO – Customer Support
Operations)
 Responsiblefor the financial performanceof two production cells with a focus on original manufacture
and customer aftermarket supportof over 200 activeproducts and 25 customers totalingover $40 million
dollarsin sales annually
 Implemented production improvement processes which lead to increased quality by lockingdown written
processes,implementing toolingto control valveclearances within themillionths
 Consolidated work cell from two operations to one operator responsiblefor three work centers
minimizingtraveler and set up times
 Responsiblefor both original manufactureand customer servicesupport
 Exceeded division targetwith 98.4% on time to customer Utilities department in Dec 2014
 Exceeded division targetwith average 96.3% FPY quality rating
 Charter and coached a team of 21 salaried team member High Performance Team focused on 20%
improvement targets in two departments
 Lead DSI sub / top level component team with actions focused on reducinginventory to supportDivision
objectives
 Planned and facilitated layoutand floor plan for co-located teams to support the shop floor and increase
communication within the department cross functional teams
 Usinglean principles with a focus on reducingwaste and lead time, developed work cell layoutwithin
Utilities production department
 Chartered and lead three High Performance Value Stream Teams
 Improved CSO OTD from JOP of 74% to 91% YTD
 Responsiblefor 100+ Union team members
4/2008- 12/2011 CSO & OEM Operations Team Leader
 Responsiblefor CSO Pumps Operations supportAirlinecustomers and ensuringthe return of repaired
pump products within division targetTAT (turn-around-time)
 Responsiblefor Actuator Operations,OEM and CSO quality,financial and customer service. Performance
lead to the assignmentof Utilities Department responsibility by May 2010
 Completed major department re-location within the division responsiblefor moving 13 test stands and 4
productions areas with no impactto customer performance or loss of financial performance
6/2006- 4/2008 Actuator Team Leader
 Responsiblefor the trainingand management of 26 mechanics to supportboth CSO and OEM customers.
 Responsiblefor 20 million dollarsin salesannually and an operatingbudget of 10 million with capital
equipment

2.  Responsiblefor schedulingand delivery performance of division paintresourcewith 4 operators and 30
products for 4 departments
1/2006 – 6/2006 CSO Test Team Leader
 Responsiblefor the trainingand management of 15 testers for CSO test operations in two departments
(Pumps and Actuators)
1/2004 – 12/2005 CSO Assembler
 Daily tasks were to disassemble,repair and re-assemblepumps and motors. Assigned to high visibility
government program based on personal performance and mechanical aptitude
 Worked closely with engineering, the customer, and Government engineering on government program
for NASA
 Promoted to team leader
6/1986 – 12/2003 Hatfield Electric Company (HECO, Inc.) Kalamazoo, MI
 As the Shop Scheduler, mastered scheduled 3 departments with responsibility for customer deliveries
 As the Large Motor Team Leader, responsiblefor 8 mechanics acrossa 3 shiftoperation. Promoted to
Shop Scheduler.
 As an Electric Motor Mechanic,responsiblefor disassembly,inspection,troubleshooting and vibration
analysis of motors as well as the assembly,test and paintingof the motors per customer request.
Promoted to Large Motor team leader.
 As a Machine shop operator, operated Bridgeport mills,Cincinnati lathes and Computer Balancer to
machinemotor components to industry specifications usingcompany specificdocuments and quality
requirements.
 As a motor Winding operator, wound stators from 240 to 13,800 volts.
Other Related Experience:
 Microsoftofficeproducts
 Lotus notes operatingsystem
 Certified Parker Lean level 3 Operator
 Current on all Corporateethics trainings
EDUCATION:
 Associates degree in General Studies from Kellogg Community College December 2014
 Bachelor’s degree in Business Management at Kellogg/ Sienna Height with expected graduation in May
2020.
References Availableupon request