GEORGE E. SCHRLAU

** * ********* **, ******* Falls, OH 44022

http://www.linkedin.com/in/gschrlau email: acs9we@r.postjobfree.com

440-***-**** (cell) 440-***-**** (home)

Skills and Experiences

Diversified experience in various manufacturing operations with non-union automotive, industrial, and consumer product manufacturing environments. Proven results in injection molding, metal stamping, and machining processes.

Strengths in Warehouse and Manufacturing Operations, continuous improvement (Lean Mfg, 5S, Kaizen) methods, improving individual and team performance, strategic planning, P&L, developing KPIs, procurement, and building effective relations with suppliers and customers.

ISO 9001:2008

High Volume Mfg

Inventory Management

Training & Coaching

Problem Solving

Product Engineering

Lean Concepts

Project Management

Demand Forecasting

Supplier Relations

Working Capital

Collaboration

CAREER PROGRESSION

PHILIPS HEALTHCARE; Highland Heights, Ohio 2014 to Present

Supply Chain Project Manager; and Warehouse & Distribution Manager

Developing collaborative relationship between third party logistics and Philips procurement team. Goal is to improve meeting customer on time delivery expectations.

Improved inventory accuracy by 5% establishing cycle counting process, and inventory team.

Defined key process metrics for the warehouse operation to identify opportunities.

Successfully led team of Supplier Quality Engineers in remediation efforts to meet FDA compliance requirements.

DURAMAX MARINE LLC; Hiram, Ohio 2012 to 2014

Manufacturer of water lubricated propeller shaft bearings for the commercial and military market

Material/Supply Chain Manager

Developed effective MRP forecasting techniques for long lead time raw materials improving inventory turns by 10%

(4.5 to 5.0 months), and reducing inventory cost of goods by $550,000 ( 8% ).

Managed and developed the supplier base, negotiating prices resulting in $100,000 savings in brass casting costs.

Implemented ERP based scheduling process improving customer fill rates by from 89% to 94%.

Resolved quality issues, delivery, and non-conformances with suppliers without jeopardizing delivery dates to customers.

Established consignment agreements with key suppliers reducing on hand inventory by $75,000 for one product line.

Developed procedures for, and acquired ISO 9001:2008 certification in Purchasing, section 7.4 in less than four months.

Established Kanbans for internal material flow resulting in improved space utilization, and lower work in process inventory by $50,000.

Used forecasting techniques to optimize distribution center stocking levels, keeping cost of goods at these sites within budget while maintaining customer requirements.

Hired, coached and trained new shipping and receiving personnel as a result retirements and other personnel changes without adverse effects on shipments, or company cash flow.

ZEBRA SKIMMERS INC; Solon, Ohio 2008 to 2012

Manufacturer of fluid separating equipment for the machining and part washing industry.

Operations/Supply Chain Manager

Led company wide effort to attain ISO 9001-2008 certification in 2008, and re-certification in subsequent years.

Established preventative maintenance procedures improving equipment reliability from 80% to 90%.

Developed labor and machine capacity plans resulting in improved takt time for Class A finished inventory.

Developed new suppliers using Kanban replenishment of class A items resulting in decreased on-hand inventory

($675,000 to $450,000).

.

GROUNDSCAPE TECHNOLOGIES INC; Cleveland, Ohio 2005 to 2008

Manufacturer of a proprietary coloring and sealing process using recycled rubber for playground surfaces and landscaping applications.

Vice President of Operations

Coached direct labor staffing improving efficiencies and skill flexibility resulting in less direct labor by 20%.

Improved MRP system resulting in improved inventory control while improving company’s cash flow 12%.

Decreased unit costs by improving equipment reliability, reducing scrap, and improving customer deliveries using Lean and 5S concepts.

Implemented safety program where none existed; no OSHA recordable injuries since joining company.

Collaborated with staff and employees to improve manufacturing processes resulting in decreased downtime by 15%.

KIRKWOOD INDUSTRIES, COMMUTATOR DIVISION; Cleveland, Ohio 2004 to 2005

Manufacturer of a proprietary fuel system component. Processes include thermo injection molding, soldering, plating, and

finishing operations using CNC equipment.

Product Engineering Manager

Lead process improvement initiatives to reduce manufacturing costs by $200,000 using lean concepts.

Led projects involving the development of two different product designs for international customers.

Managed capital projects involving the selection, installation, and start-up of new equipment valued in excess of $1.2 million dollars.

SAJAR PLASTICS, INC; Middlefield, Ohio 2003

Custom injection molder with competencies consisting of straight injection, structural foam, and gas assist methodologies, and secondary processes including painting and assembly operations in a non-union environment. P&L responsibility with $20 MM annual sales.

Director of Operations/Supply Chain

Re-structured departmental leadership resulting in improved communication with hourly associates and improved responsiveness to customer demands resulting in on time delivery improvement from 89 % to 94% in 6 months.

Led lean initiative in assembly operation resulting in 33% reduction of direct labor staff, and improved product flow.

Led introduction of three major product introductions with annual sales of $6 MM; currently, in process of developing product for medical customer with expected annual sales of $1MM.

Initiated pre-production process and weekly team meetings to insure timely and accurate delivery of new product.

Collaborated with strategic suppliers to improve raw material availability for quick response to dynamic customer demands.

Developed capacity model for key work-centers resulting in a more balanced work force and a 15% reduction in overtime, and reduced work-in-process quantities.

Various Manufacturing Management positions 1996 to 2003

WEA Manufacturing, Olyphant, PA 1985 to 1996

Proctor and Gamble Paper Products, Mehoopany, PA 1980 to 1985

US ARMY, LTC (retired); Active Duty (1975-1980) and National Guard (16 yrs.) 1975 to 1997

EDUCATION

MBA, Industrial Management, Marywood College, 1994, BS Engineering, US Military Academy, 1975

OTHER SKILLS

Lean Manufacturing concepts and techniques ( University of Tennessee)

President, West Point Alumni Society of Northeast Ohio

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