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Graphic Design Samples042209
- 1. Wallace Edwards 173 Russo Avenue East Haven, CT 06513 203.468.7342 [email_address]
- 2. Summary Graphic Design and Production Art for print, multimedia and web. Proficient with Illustrator, Photoshop, InDesign, and Dreamweaver. Excellent knowledge of MS Office and advanced PowerPoint for screen and print.
- 3. Work Experience PRODUCTIVITY INC., SHELTON, CT (March, 2002 to February, 2009) Graphics Services Coordinator and Desktop Publisher Developed print and presentation graphics to support seminar based programs for this leader in Lean Manufacturing consulting, training and publishing. Based on instructions provided by lead consultants, updated, created, and formatted materials for manuals, screen presentations, handouts and wall charts. Designed and created cross-media projects such as print/online newsletters, and print/screen presentations. Supported Marketing Department with graphics for brochures, web banners, and flyers. Processed and prepared images and layouts, including: scanning, cropping, resizing, reformatting, color correcting, and manipulating. Consistently demonstrated ability to meet tight deadlines without errors or waste.
- 4. Work Experience PRODUCTIVITY INC., SHELTON, CT Intellectual Property Management Organized, named, and maintained all company intellectual property. Maintained the company intellectual property parts number list using MS Excel. Website Maintenance Designed and created new web pages and web optimized graphics for company website, e-mail promotions, and web-based newsletter using DreamWeaver, Flash, and Fireworks. Added new pages, updated existing pages, and removed expired materials from the site as directed by the Managing Partners or Project Directors. Managed coding, web publishing and ftp file transfers. Modified xml, php and asp files as required. Administrated company intranet and set access permissions for staff and subcontractors.
- 5. Work Experience JACK MORTON WORLDWIDE, NEW YORK, NY (1988 – 2001) Graphics Designer and Artist Provided graphics for this global Branding and Corporate Communications company, using both computer based and traditional commercial art studio skills, including illu strations, theme graphic designs, set design renderings, animations, storyboards, cartoons and special art projects. Delivered art and provided support for every phase of production from initial concepts to final art. Supported other Graphics Department team members in creation of high-end graphics. Graphics & Video Librarian and Art Buyer Insured compliance with copyright rules for image use, and negotiated fees with artist’s representatives for obtaining image licensing. Working with designers, managed archival, stock image and film footage research.
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- 7. ANIMATIONS Glodman Sachs KPMG Weight Watchers Animated Gifs Misc Clients Flash PRICING GUIDELINES STYLES PROCESS
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- 42. Illustrations . Media . Magic Markers
- 43. ILLUSTRATIONS CARTOONING STORYBOARDS ANIMATION WORK THEME GRAPHICS WEB PAGE DESIGN PICTURE RESEARCH MECHANICALS TEMPLATES SOFTWARE RESUMES PRICING GUIDELINES PROGRAMMING STYLES WHITEBOARDS DEVELOPMENT CYCLE
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- 60. Web Work
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- 73. Client Input: Specifications
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- 77. Client Review
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- 81. Illustrations . Set Design Renderings
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Editor's Notes
- #2: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This workshop will give you an overall awareness of Quick Changeover principles and techniques. It will also give you opportunities to first apply them in a simulation, and then on the plant floor.
- #3: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This workshop will give you an overall awareness of Quick Changeover principles and techniques. It will also give you opportunities to first apply them in a simulation, and then on the plant floor.
- #4: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- #5: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- #6: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- #7: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 How Much Is Value-Adding? I. Choose one of your products ( a unit or small batch). II. Estimate the manufacturing lead time for processing the product (recall that lead time is defined as the moment raw materials enter the facility to the moment that the finished product leaves the facility for delivery to the customer). III. Identify each conversion/transformation operation in the process and the time taken in each operation to transform one unit (or batch of units). Transformation operations (value-adding) time 1. 2. 3. 4. 5. 6. 7. 8. Total time for value-adding operations IV. Calculation of value-adding ratio (percent): Total time for value-adding operations/total mfg. lead time x 100 = _____ % (Value-adding ratio)
- #61: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 These are the overall goals of the workshop.
- #72: Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 Many people take for granted that changeovers will always take a long time. This does not have to be the case. The organization, if it is to successfully reduce changeover times, must challenge the following traditional assumptions about changeovers. In the past we believed that: Determining an Economic Order Quantity would balance the increased cost of large inventory caused by large-lot production with the reduced costs associated with long runs. The break-even point would be calculated. Large-lot production is inherent in some types of processes, such as chemical reactions or consumer products. Fewer setups lead to increased efficiency and production capacity. A high level of knowledge and skill is required for effective and efficient changeovers. This is only acquired through lots of practice and long-term experience. These ideas, once believed to form the basis for rational production policies, are flawed. They are based on the assumption that changeover or setup times cannot be reduced. Changeover times are not a constant, especially when you consider the variation in performance.