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Industry: Glass
Resides:
Salary: Open
Relocate: Yes - Ohio, PA, IN only
On
the Market: OBJECTIVE:
To
obtain a position in engineering, engineering management, or general management.
EDUCATION: 1985-1992 MBA: University of Dayton COURSE WORK: · Manufacturing
and Quality Improvement through Process Discipline-2002. · Kepner-Trego
(ATS) - 1998. · Design
of experiments - 1997. · Certified
Zenger-Miller facilitator - 1996. · Thomson
Mangement Development graduate-1994. EMPLOYMENT:
(company) 1983-Present. Production Manager, (name)
Glass Operations: 1998-Present. · Responsible for department
production yields and product quality. · Manager of 24 salaried
and 132 hourly employees, including process engineering group. · Responible for an annual operating budget of over $10,000,000. · Responsible for oversight of the department's company/union safety
board . · Responsible for planning and implementation
of a capital budget of over $5,000,000. · Manufacturing
representative in the negotiation of a new labor contract with the IBEW. · Implemented
5-S and predictive maintenance programs that reduced unplanned
forming downtime by 40%. · Conceived
and implemented a "SHOWCASE" project to standardize best practices
among the three international plants in the (name) glass division. · Oversaw
the development of 4 new panel models. Development included the meeting
of UL/CSA specifications, follow through with initial pilot runs, and
ramp-up into production. Panel Process Engineering Manager: 1993-1998. · Oversaw the yield and quality improvement efforts of twelve technicians and six process
engineers. · Approved all tooling design changes. · Designed and updated ISO-9000
process manuals and work instructions. · Planned and allocated $55,000,000 in capital for two major tank
rebuilds and expansions. · Increased yields on all product types by an average of 30%. · Involved with introduction of two new panel models. · Led a task force that decreased (name) finishing downtime by
62%. · Introduced "SPC" control charting to several process
areas. · Introduced "DOE" methodology into process improvement
activities. Panel Forming Superintendent, (name) products:
1991-1993. · Responsible for the start-up of the $84,000,000
(name) forming operation. · Coordinated efforts of equipment, process,
and controls engineers during that start-up. · Managed the daily activities of four supervisors
and 36 hourly operators. · Developed process control and troubleshooting
manuals for the use of supervisors and operators. Panel Finishing Superintendent: 1989-1991. · Managed four shift supervisors
responsible for day-to -day production requirements and product quality standards.
· Responsible for a department budget of $2,000,000 per year. · Implemented a machine
rebuild program using a “round-robin”
approach to minimize downtime while increasing machine capability
by 200 units/shift. · Instituted new inspection procedures and lighting that reduced glass loss escapes to
the customer by 12%. · Manufacturing representative for the very
large glass expansion project. Forming Process Engineer: 1983-1989. · Responsible for increasing the speed, yield,and
quality of forming operations.
· Partial responsibility for
the day -to -day direction and evaluation of four shift technicians. · Increased line speeds between 10% and 20 % depending on product
size. · Increased forming yields up to 10%. · Defect capture rate at first inspection increased
by 35%. · Mold equipment designs and production run time optimized through
use of statistical techniques,and “Statgraphics” software. · Designed and implemented first formal forming equipment preventive
maintenance program. Shift Supervisor, Corning Glass Works, State
College, Pennsylvania: 1981-1983. · Supervised 35 hourly employees on a rotating
shift in a unionized plant. · Responsible for meeting day to day production goals, product
quality standards,covering employee vacancies,
and issuing discipline as necessary.
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