Ronald J. Jakubec

**** *** ****** **. ***.linkedin.com/in/ronjakubec 518-***-****

Oak Hills, CA 92344 acf92z@r.postjobfree.com

SUMMARY OF QUALIFICATIONS

Plant Manager with strong leadership skills developed through a variety of

positions at all levels of manufacturing. Consistently delivers on results

by fostering a culture of continuous improvement. Experience incorporating

lean manufacturing methods and driving employee engagement. Proven ability

to lead and coach teams to reduce fixed and variable costs while improving

metrics for safety, on-time delivery, and quality.

PROFESSIONAL EXPERIENCE

HUSSMANN CORPORATION 2007-2014

Plant Manager - Chino, CA (2012-2014)

Incorporated lean manufacturing methods focusing on problem solving to

better serve customers in a manufacturing environment with significant

variation. Supported corporate goals to double sales for the specialty

market segment.

. In 2013, volume increased 40% with no increase in lead times, improved

warranty 50%, and initial customer quality improved 65% as measured in

DPM. In 2014, volume was up an additional 18% with those metrics

maintaining.

. Installed a second assembly line by shrinking footprint requirements of

subassembly areas via workplace organization, reduced WIP by

incorporating visual pull methods, and implemented various process

enhancements.

. Championed capital investments of $3M to upgrade sheet metal equipment,

including a laser, to meet increased demand.

. Incorporated a "gate" process to drive delivery dates for engineering and

purchasing actions on customer orders, resulting in a 15% improvement in

delivery to customer request dates and a reduction in backorders to less

than 1%.

. Initiated weekly warranty reviews to identify, track, solve, and close

external issues and review incoming warranty trends.

. Introduced Toyota's 8-step problem solving method after attending a 2-

week lean training program from the University of Kentucky; required a

hands-on project with the aid of coaches who were current and former

Toyota executives.

. Recruited and replaced two key staff level positions to improve depth and

ability to coach the workforce in lean manufacturing.

Plant Manager, Trane Plant (Ingersoll Rand) - Lexington, KY (2011)

Led one of the company's larger plants with 154 salaried and 670 hourly

employees. Key processes included sheet metal fabrication, welding,

injection foaming, and assembly. Produced standard and special-ordered

commercial air handling units with annual sales of $280-$300M.

. Achieved $13.7M (8.1% of COGS) in gross productivity, focusing on labor

and variable overhead efficiencies while increasing throughput of new

indoor TPCC product line launched the prior year by 75% from late April

to August.

. Coached operations manager on a manning model that was instrumental in

gaining $7.9M in labor and overhead productivity.

. Initiated behavior-based safety audit process, resulting in 30% YOY

improvement in the recordable incident rate.

. Led Plant Steering Team to evaluate rapid improvement events positively

affecting enterprise value stream from quote to cash.

. Led efforts to manage for daily improvement at zone and work group levels

by analyzing data, identifying issues, and utilizing basic problem

solving techniques to correct concerns hindering TAKT attainment.

. Coached management team on TPM (total productive maintenance) and

constraint management, realizing a 15% improvement on sheet metal OEE

(overall equipment effectiveness).

. Formed team to work through a modified 7-Ways process to analyze a

constraint in the body panel area; team identified alternatives that

saved a capital expenditure of $500K for equipment.

. Hired project manager to oversee transition of product line from Macon,

Georgia to Lexington, Kentucky, launching at 5 units per day in October

and reaching 10 units by mid-November.

Plant Manager, Hussmann Plant (Ingersoll Rand) - Chino, CA (2009-2011)

Led facility with 25 salaried and 158 direct/indirect employees in the

production of custom counter and food display cases.

. Achieved 2010 gross productivity of 7.3% by reducing labor hours per unit

12%, resulting in $1.5M in labor and variable savings and $700K in fixed

costs on $30M of COGS.

. Improved initial customer quality 53% in 2010 versus 2009 by

incorporating clear internal metrics and weekly warranty reviews focusing

on a cause-action-prevention approach to quality issues.

. Proposed and championed a project reducing 75K square feet of global

manufacturing footprint and saving $500K+ annually by subleasing floor

space to another sector.

. Achieved 6% gross productivity through 2009 despite a reduction in sales

volumes of 35%; comprised of $600K in savings in labor and variable

overhead and $1M+ in fixed costs.

. Reduced unit labor hours by 14% over previous year by combining two

production lines and eliminating non-value-added work.

. Improved on-time delivery from 82% in 2008 to 97.6% in 2009 and 98.5% in

2010 by focusing on scheduled start and complete dates in support of ship

date.

RONALD J. JAKUBEC PAGE TWO

Plant Manager, Hussmann Plant (Ingersoll Rand) - Gloversville, NY (2007-

2009)

Led 18 salaried and 101 direct/indirect employees in the production of self-

contained refrigeration units. Oversaw production, HR, and customer

relations.

. Achieved YOY gross productivity of 11% ($1.5M) in 2008 despite a 33%

decrease in sales volume.

. Consulted with sales and marketing to develop a derivative of most

successful model to meet more customer needs. Project was championed by

plant and came in on time and under budget.

. Incorporated lean principles into sheet metal scheduling, resulting 98.9%

OTD and inventory reduction of $195K.

. Incorporated disciplined and systemic approach to addressing defects at

the root cause, resulting in a 50% reduction in warranty claims as

measured in C/1000 for products built in 2008 versus 2007.

. Improved man-hours per unit by 9.3%, contributing to a $600K improvement

on OI from May to December 2007.

. Established cost controls and basic constraint management upon arrival in

May 2007, resulting in positive gross productivity of $1.39M on $17.9M

COGS for the year.

FORD MOTOR COMPANY 1990-2007

Final Area Manufacturing Engineering Manager, Ohio Assembly Plant - Avon

Lake, OH (2006-2007)

Led team of 2 maintenance superintendents, 6 maintenance supervisors, 2

automation engineers, 4 process engineers, and 4 industrial engineers to

finalize launching of assembly area in new facility. Directed efforts of

manufacturing/industrial engineering and maintenance functions. Ensured

appropriate support to manufacturing by obtaining feedback from managers

and prioritizing projects with available resources. Supported continuous

improvement efforts regarding methods, line balancing, tooling,

troubleshooting, capital appropriations, and maintenance.

. Successfully launched preventive maintenance program on new and existing

equipment.

. Championed ergonomic efforts by ensuring proper methods and tooling were

utilized, resulting in no ergonomic "red" jobs in a department of nearly

800 direct labor employees.

. Championed constraint analysis and resolution.

. Benchmarked body decking automation, yielding MTBG (mean time between

failure) of 80.4 hours between occurrences with MTTR (mean time to

repair) of 6 minutes; became platform from which all future decking

systems would be based.

Process & Tooling Launch Coordinator, Lorain & Ohio Assembly Plant - Avon

Lake, OH (2005-2006)

Launched new tooling and coordinated installation of existing tooling

relocated from Lorain plant for use in Ohio plant. Appropriated $4.5M in

project funds, reviewing work performed during consolidation at both sites.

Participated and had key input in new facility layout and equipment

specifications for conveyors and tooling. Championed plant reviews and buy-

offs for all new major tooling, including body deck, glass cell

installation, frame turnover, fill equipment, and tire assembly automation.

Developed installation and prove-out schedules, including employee

training. Allocated manpower levels for new facility and coordinated

merger of skilled trade personnel between two sites for final assembly

area.

Final Area Manufacturing Engineering Manager, Lorain Assembly Plant -

Lorain, OH (2001-2004)

Served as daily functional leader for final assembly area with direct

responsibility for maintenance and engineering functions and dotted-line

management over production superintendents. Reviewed daily production

reports and ensured corrective actions were instituted where possible to

address downtime. Directed efforts for maintenance and engineering

functions, evaluated performance, conducted performance appraisals, and

developed personnel for promotional opportunities. Championed efforts to

improve uptime and reduce troubleshooting time.

. Annual recommendations were published for product design changes to

improve manufacturing process.

. Implemented 5S principles and "visual factory," improving runtime and PM

(preventive maintenance) inspections from 23% of maintenance PM hours to

48%.

. Developed and implemented modifications to body decking system that

eliminated annual rail wear costs of $250K.

. Plant leader for FTPM (total productive maintenance system).

. Plant champion for implementing best practice replication and error-

proofing methods, instituting DC tools on all Delta applications to

better facilitate error proofing.

. Given temporary assignment as off-shift Production Manager in 2002. Led

production department labor rebalance activities when line rate was

decreased, accomplishing reduction of 32 base operations per shift.

Oversaw plant activities on afternoon shift for plant quality reviews,

setting shift hours between departments and enabling smooth start-up for

dayshift.

Body Area Production Superintendent for Nissan Quest/Mercury Villager, Ohio

Plant - Avon Lake, OH (1998-2001)

Directed 2 production shifts with 10 salaried employees, 14 hourly group

leaders, and 216 hourly employees. Established daily production goals to

meet customer requirements. Represented department during daily

production, quality, and cost meetings.

. Chaired weekly good and welfare meetings with union and hourly group

leaders.

. Led 2000 line-rate decrease project that saw department take on and

achieve a 16% task.

RONALD J. JAKUBEC PAGE THREE

Body Area Maintenance Superintendent, Lorain Assembly Plant - Lorain, OH

(1995-1997)

Position was held until cessation of operations for Thunderbird/Cougar

product lines. Directed maintenance department with annual budget of $7M+.

Identified and managed capital expenditure and refurbishment projects

totaling $3M in 1995 and $1.6M in 1996.

. Reduced annual spending 14% in 1996 and improved equipment uptime that

helped improve throughput by 7%.

Manufacturing Planning Specialist, Lorain Assembly Plant - Lorain, OH (1994-

1995)

. Established daily manpower levels to meet production and quality

requirements in body assembly area.

. Leader of Dent/Ding Variability Team.

Plant Welding Engineer, Lorain Assembly Plant - Lorain, OH (1992-1994)

. Developed and oversaw actions to improve weld effectiveness from 94.3% to

95.9%.

. Initiated and implemented project saving $2.50 per unit, converting

Thunderbird/Cougar inner quarter panels from electro galvanized coating

to hot-dipped galvanized material.

. Implemented several process changes that reduced welding tip costs by

$.42 per unit.

Process Engineer, Vehicle Operations - Dearborn, MI (1990-1992)

Developed common weld gun designs for use on various vehicle platforms.

Conducted welding tests to certify welding parameters for new equipment.

Reviewed welding equipment to ensure compliance to Ford Motor Company

standards.

Education & TRAINING

. Bachelor of Science in Welding Engineering - Ohio State University -

Columbus, OH (1990)

. Quality of Leadership Training, Situational Leadership (2014)

. Lean Training - University of Kentucky (2012)

. Certified Green Belt in 6 Sigma Methodology (2004)

. Lean Manufacturing & Leadership Training - Ford Motor Company Future

Leaders Program (1997)

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