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Industry: Various
Resides: Salary: Open
Relocate: Yes
On
the Market:
My
managerial experience includes management of a three-shift operation and
development, presentation and maintenance operating and capital budgets.
My experience as an Industrial Engineer, Manufacturing Engineer and a
Process Engineer in a wide variety of manufacturing processes gives me
a unique knowledge base upon which to draw.
Select career achievements include: United
Fiberglass: ·
Move
facility to new location. ·
Structured
production scheduling to a more consistent venue. ·
Improved
process on new equipment and increased productivity. Cardington
Yutaka Technologies: ·
Had
complete fiscal and operational responsibility for the major product line
at CYT, and developed a management team that typically consisted of a
27-year-old individual that has less than three years of supervisory experience.
·
Led
the team that was responsible for installing an additional production
line with a capital budget of 4.3 million-dollars.
Was involved with the process of getting CYT ISO and QS9000 certified. Multi-Arc: ·
Successfully
transitioned from build-out to production within designated time frames
and budgeted guidelines for Multi-Arc’s newest state-of-the-art manufacturing
plant. ·
Recognized
by senior management as producing the “Best Looking Product” company wide,
achieving the “Highest Service Performance Level” company wide, and achieving
one of the corporation’s best “First Time Coat” level - all within the
first year of operations.
In
addition to my management and technical skills, my background includes
a solid track record of achievements for developing and implementing effective
team-building programs, safety processes, and cross-functional training
programs to enhance operations.
I would welcome an opportunity to discuss these additional qualifications
and other aspects of my background at your convenience.
PRODUCTION MANAGER AND ENGINEERING PROFESSIONAL Comprehensive
experience managing fast-paced, highly technical, fully automated, production
and distribution operations. Consistently
successful in implementing organizational change initiatives that improved
the financial, market and operational performance of organizations.
• Budget/Capital Planning • ISO 9000 Certification • Process Improve • Materials Management • PC & MIS Technology • Production Planning/Management • New Plant Layout/Design • SPC Programs • Just-In-Time Manufacturing • Kaizen
• Equipment
Selection •
Lean Manufacturing • Strategic Planning
• Cellular
Production
• Customer Service
Management RELATED
WORK EXPERIENCE (Company)
(Filament
wound fiberglass components)
Ohio
Plant Manager Was responsible for the management of the operation including supervision, purchasing, process development and customer service. Also performed required Engineering functions such as drafting, plant layout and analysis of shop production, workflow and operational costs. Cardington
Yutaka Industries (Tier one
Automotive Supplier)
Cardington, OH
Production
Manager
Was
responsible for all the facets of the manufacture of Automotive Torque
converters, including production, scheduling, maintenance, managing a
production workforce of over 150 hourly and salaried employees, the operational
($14m) and capital ($8m) budgets, safety, and environmental. Also responsible for controlling the capital
project that increased production capacity by over 33%. Responsibilities included mentoring a
new management team in good manufacturing management. Multi-Arc,
Inc. (Thin
Film Coatings)
Columbus, Ohio
Operations Manager Full P&L responsibility
for corporation's newest manufacturing operation comprised of a 10,000
sq. ft., three-shift plant operation equipped with state-of-the-art technology.
Directed site selection, plant layout/design, equipment specifications,
purchasing, and all start-up operations and process controls.
Oversaw a team of 18 professional and support personnel and a $650,000
million operating and capital budget.
• Directed plant build-out
functions and began production operations on time and within budgeted
guidelines. Defined manufacturing and service objectives; recruited, selected,
and trained production team; established purchasing, inventory control,
and just-in-time processes. • Utilized obsolete equipment
by redesigning and enhancing machinery. Result was a major cost savings to corporation
versus cost of new equipment, and by maximizing equipment's performance,
quality control levels improved from 78% to 98% (First Time Coat) - best
in corporation. • Improved delivery performance
to 48 hours - the highest service level company wide. Achieved this higher standard through
improved manufacturing processes, fleet management, and team-building
management programs. • Plant recognized by customers,
President, and Director of Research and Development as having the "Best
Looking Product" company wide. Higher
quality appearance resulted in negligible re-runs. • Facility achieved ISO-9000
Certification Mac
Tools, Inc.
(Automotive Hand Tools) Supervised
production, engineering and quality control functions as related to product
finishing, at the largest manufacturing plant (140,000 sq. ft.) for Mac
Tools. Selected processes,
vendors, equipment and operating supplies for decorative nickel electroplating,
black oxide, painting, and vibratory finishing. Managed other processes and functions
such as assembly, machining, grinding and drilling. Developed and managed a $300,000 capital
budget and a $250,000 operating budget.
Oversaw the product flow and activities of 23 union/salaried employees.
•
Created and implemented a SPC system for the plating operation
that provided better control to the process and reduced chemical consumption. •
Reduced finishing processing costs by over $1.2 million while improving
product quality. •
Designed and replaced the original waste treatment system to meet
current EPA requirements. Modification was preventative management,
which kept department free of EPA citations. •
Negotiated a "price freeze" with several vendors pertaining to
laboratory materials. Secured fixed prices over a six-year period,
which improved department profitability by 4% annually. •
Reduced department lead times from 15 days to 3 days by implementing
improved management and planning procedures, and acquiring new capital
equipment. •
Continually trouble shoot production operations to identify potential
mechanical or quality control issues leading to lost work time.
Reduced scrap and rework from 6% to 1-1/2% of total production;
reduced downtime from 16 hrs/wk. to less than 2 hrs/wk. average. •
Conducted product flow analysis, and established maintenance, time
study, and cost reduction procedures.
Supervised 5 industrial engineers.
Reorganized plant layouts which generated an annual savings of
$130,000. Other
Related Experience
Project
Engineer – Bundy Corporation - Tier 1 (Vehicle Brake Lines) Senior
Industrial Engineer - General Tire & Rubber Co. - Tier 1 (FRP Compression
Molded Products) Industrial
Engineer - Grote Manufacturing Company - Tier 1 (Automotive Lighting) Industrial
Engineer – Navistar (Vehicle Body Components)
Bachelor of Business Administration
Ohio University, Athens, Ohio
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