Richard A. DeLuca Cell 770-***-****

*** ******** ****

Kalamazoo, MI 49006 acq2jn@r.postjobfree.com

Skills

Lean, TPS, TQM, JIT, QFD, Five “S”, SMED, CEDAC, Kanban, Kaizens, Six Sigma

ISO 9002 // Union / Non Union

Change Agent // Lean Transformations // Productivity & Cost Reductions // Supply Chain Management

Safety Performance // Customer Relations // Operations Start-Up // Distribution Management

Professional Experience

2011 – Present, Senior Lean Program Manager, Panduit Corporation, Tinley Park, IL

Seeking an opportunity in the Kalamazoo area to be closer to family

Company makes PVC wire ties, duct, raceways, glass fiber connectors using an extrusion or injection molding process

Equipment: American Maplin extruders and Engel molding presses.

Report to the Director of US Operations. Responsible for all Chicago-land manufacturing sites (8 Mfg. divisions.), plus one Distribution Center.

2012 YTD lean saving = $806,402. 2013 implemented savings was $1,972,000 for Lockport and $900,000 for Burr Ridge.

Named “Panduit Lean Driver of the Year 2013”.

2008 – 2011, Corporate Lean Leader, Exide Technologies, Fort Smith, AR Recruited: Higher level job.

Company produces lead acid industrial batteries using a lead grid molding process

Report to the Vice President of Operations at Corporate HQ, Aurora, ILL.

Responsible for implementing the Toyota Production System at Fort Smith.

Facilitated over 28 TPM and Kaizen events over 16 months. Results of TPMs include a 75% reduction of downtime the assembly area (From 12% to 3% DT). SMED events showed 50% - 75% reduction in change over times

2006 – 2008, Ball Corporation, (formerly US Can Corp., Southern Operations)Tallapoosa, GA Plant closed

Facility produced 1.2MM aerosol cans a day

Manager, Continuous Improvement (2006 – 2008)

Provided leadership and training in the Lean transformation strategy for the Tallapoosa Plant Operations. Facilitated over thirty Kaizen events, with major focus on TPM, process improvement, and 5S. Co-facilitated eight TPR/TPM events. Examples:

oCoil Line SMED reduced changeover time by 52%

oLitho Press Plate Spoilage – reduced spoilage by 80% have maintained this level for the past 8 months

oHR Hiring Process - reduced flow time by 41.2% & process steps by 36.3%

oCompound Application - $148,000 material variance 2006, expected 2007. >$0< $20,000

oAssembly Line Label Change over reduced by 50%

Director of Operations (2006 – 2006)

Managed a plant of 245 hourly and 8 salaried producing 1.2 million aerosol cans per day. Introduced principles of Lean manufacturing to shop floor. Provided leadership in the introduction of Behavioral Based Safety at TPO. Established visual performance metrics for shop floor.

2003 – 2006, Senior Lean Consultant, Lean Conversion Partners, Aiken, SC Death of one of the partners

Provided leadership and training in an enterprise wide Lean transformation of manufacturing and military organizations.

Client list includes Warner Robbins AFB, Marine Corp Aviation Station, Beaufort, SC, Anniston Army Depot, Navair, Navsea, ITT, Gallo Winery, Fresenius Medical Care, North Shore Long Island Jewish Hospital and International Paper.

Provided Black Belt coaching to twelve Gallo Black Belts whose projects will generate $1.2M in savings.

Lead Value Stream analysis of the PEO Carrier CVN 77 George H Bush aircraft Carrier currently running over budget. The VSA identified over $13M of cost reductions.

Lead over fifty VSA and Kaizen events that resulted in millions of dollars in savings for the military.

2002– 2003, Maytag Corporation Leadership change, new President was a traditional manager

Director Of Manufacturing & LSO (LeanSigma Org), Jade Products Company, Brea, CA, 2002 - 2003

A Division of Maytag; manufacturers of commercial & residential cooking products

Received mandate to implement a lean culture.

Launched and designed dual fuel residential range which resulted in a new market and increased sales.

Set –up systems for supply chain management through the use of lean principles such as Kanban

Converted factory from batch processing to a flow process; a 25% productivity improvement

Through the application of Kaizens, every weld cell was reduced by 50%. This helped to facilitate the moving of the plant from Commerce, Ca to Brea, Ca.

I was involved with the layout, planning and coordinated the plant move to Brea, Ca.

Director Of Refurb Operations / Materials / Glass Front Vending, Dixie Narco, Williston, SC, 2002 – 2003

A Division of Maytag; manufacturer of cold drink vendors

Managed a plant of 230 hourly team members

Led team to convert old factory into new refurbish manufacturing plant

Responsible for the $ 2 million P&L of the Refurb operations

Improved schedule attainment from 75% to 98% over a four month time frame.

Improved operating income by 100% the first six months of 2003 exceeded y2002 total income of $1.4M.

Established an inventory tracking and control system

Reduced costs by $115k by Reorganizing and flattening the materials organization to improve communications and response time to their customer.

Reduced labor cost per GFV units from $102.4 to $68.1/unit (33.5% improvement, $857k productivity improvement).

Improved First Pass Yield (FPY = Quality metric) from 40% TO 95%

1999 – 2002, Materials Manager, Genie Industries, Moses Lake, WA Death in family motivated move

Super Boom, Z60 and S40/45 Man Lift Manufacturer

Managed production control, inventory control, purchasing, supplier quality, shipping and receiving with 3 buyers, 2 supervisors, 5 production control specialists, 1 QA tech., 1 storekeeper, 2 receiving clerks, and 4 material handlers for a $210 million business

As a major contributor, our team converted an old B52 facility into super boom manufacturing site.

Developed/created and implemented Moses Lake production control system which substantially improved customer delivery response rates.

Developed and implemented Supplier Quality Tracking system reduced rejects by 50%.

Set-up and implemented Kanban System at Moses Lake – Inventory at 48 turns by year end.

Developed Non-BOM cost tracking process, a major cost control/reduction effort.

Supported move of “Z60” product from HQ to Moses Lake, one month turnaround – Dec. 2000

Supported move of “S40/45 stick boom from Redmond, WA to Moses Lake, one month –Dec 2001

1998 – 1999, Manager / Quality Production Control & Manufacturing Engineering, General Electric, Dothan, AL Hostile takeover

Industrial Systems-DC Motors

Managed quality control, material control, production processes, and maintenance with 4 salaried and 23 hourly associates.

Set-up and implemented in-process Kanban for the “5 Day” two pole D.C. motor that reduced manufacturing lead-time from 5-6 weeks to five days.

Implemented bar coded in-process material transactions for relieving and tracking production parts.

Managed ISO 9002 administration.

Implemented operator certification process with 97% certified in 4 months.

Brought plant operations to full ISO 9002 audit conformance in contrast to previous audits where several non- conformance notices were issued.

1989 – 1998, Hennessey Industries - A Danaher Company, LaVergne, TN Recruited by GE general manager

Made safety wheel guard using a manual vacuum forming process;: Heat sheet plastic, drape over mold and vacuum to form – made 35 per day

Manager, Production Control & Service Parts / Accessories, AMMCO Division, (1995 – 1998)

Hennessey Industries was a cultural/manufacturing transformation from a family run company making product through the traditional batch method to a lean one piece flow world class manufacturer applying Lean Principles.

Successfully reduced order past due from $750K to $95K and $5M to $2.5M RIP inventory within 2 years.

Coordinated and implemented the move of 3850 brake lathe production and 1450 brake washer production from Bowling Green, KY to LaVergne, TN on time and within budget. The consolidation reduced operating costs by $250,000

Managed the move of 2800 ELE production from outside supplier to LaVergne meeting time and budget constraints. $100,000/years savings

Led team in reducing AMMCO scrap from $310k in 1996 to $189k (39%) in 1997.

Corporate Customer / Product Service Manager (1993 – 1995)

Managed customer/product service for 4 divisions reported to Vice President of Sale and Marketing.

Developed and implemented corporate product process tracking system.

Implemented corporate automated telephone voice form order entry system as well as dispatch installation procedures.

Interim Plant Manager-Coats Division, 1993

Managed 24 salaried and 98 hourly associates in a $45 million plant producing Wheel Balancers and Tirechanger Equipment.

Coordinated and implemented the Five “S” program

Implemented “Product Life Testing Program “

Implemented bar coded Kanban for receiving and EDI communications with suppliers.

PRODUCT FOCUS MANAGER-SERVICE PARTS And TIRECHANGER (1991 – 1993)

Managed all phases of Tirechanger and service parts production with 8 salaried and 47 hourly associates. Also responsible for Coats Division Distribution Center, shipping and receiving.

Utilizing Kaizen activities increased Tirechanger line productivity by 14% or $250k

Achieved a 25% growth of Service Parts, from $4.8 million to $6 million without increased workforce.

Production Control Manager 1989-1991

Managed all phases of production control including production/material scheduling and inventory control and master schedule.

Developed/created and implemented Coats Division Production Control System

Developed and implemented Division Supplier Certification Program

Coordinated implementation of Coats MRPII system

Production Control Manager (1989 – 1991)

Managed all phases of production control including production/material scheduling and inventory control and master schedule.

Developed/created and implemented Coats Division Production Control System

Developed and implemented Division Supplier Certification Program

Coordinated implementation of Coats MRPII system.

Education / Professional Development

MS, Indiana State University

BS, State University of New York at Oswego, NY, graduated cum laude

BAMA TPS for Executives Workshop; Infinity QS SPC Training; Behavioral Based Safety Leadership Workshop; Total Productive Maintenance Coordinator’s Workshop; Basic Equipment Workshop (TPM/TRP workshop) Marshall Institute; Maytag Corp. Lean Sigma Leadership Workshop; 1992/Certified in Production & Inventory Management-APICS; Shingijutsu Co., LTD - 10th Global Kanban Seminar; Six Sigma Blackbelt Training (at GE); DBS Standard Work; Project Management; Quality Function Deployment Facilitator (Lawrence Guinta); Five “S”; Coaching Skills for Continuous Improvement (Steven Stowell); CEDAC, (Ryuji Fukuda); Process FMEA (Failure Mode & Effect Analysis); Pre-Production Planning (Chihiro Nakao); Time Based Management – Shopfloor Kaizen Breakthrough; White Collar Kaizen; Kaizen; Policy Deployment; SMED; JIT Mechanics/Leadership; Supplier Certification Seminar; Operations Management; Kepner-Tregoe Analytical Trouble Shooting; Motion Time Survey; Production & Inventory Control; Material Planning & Production Control; GE Quality Leadership; MRP Skills Workshop; QC Circles Leader Seminar

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