Walt Niziolek

actcrg@r.postjobfree.com

517-***-**** (cell)

OPERATIONS EXECUTIVE

Consistent track record of exceeding expectations while developing team skills and sustainable performance

Extensive mix of operational, engineering, and functional leadership experiences in a diverse set of environments and challenges. Broad experience applying lean concepts throughout a business environment. Exceptional team building focused on selection, retention, and development. History of creating a culture of accountability.

AREAS OF EXPERTISE

Lean Manufacturing (TPS) Practitioner Startup, Turnaround, Change

Project Management Multi-Site P&L Management

Strategic Planning, Deployment, and Execution Supply Chain Qualification and Management Quality System Development and Sustainment Process and Product Engineering

Logistics Safety

EXPERIENCE and ACHIEVEMENTS

CPG BUILDING PRODUCTS 2013- 2015

VICE PRESIDENT of MANUFACTURING OPERATIONS Wilmington, OH

Delivering aggressive manufacturing realization for a private equity owned manufacturer of market-leading brands of highly engineered building materials for residential and commercial markets. Drive execution and provide leadership to a manufacturer with 6 plants, 700 employees, international distribution, and annual sales of $450 million. Deploying Standardized Work and other Lean Initiatives to improve Safety, Quality, Delivery and Cost.

Systemically integrated improved work practices that promote Environmental, Health, and Safety initiatives into all of our business processes, products and facilities. Continuous Improvement activities resulted in 26% lower incident rate across the business; 72% reduction in severity rate; 35% reduction in the average time to close a project; and 88% increase in reporting of proactive condition improvement opportunities.

Developed and deployed enhanced shop floor disciplines (CTQ tracking/BOP adherence) that helped drive scrap improvements in excess of 21% in both period and yearly trends for our extrusion operations.

Leveraged existing capacity through improved reliability, judicious capital investment in infrastructure, and efficient planning to deliver COT improvement to 98% from low 40% in one facility. Production output increased by over 79% in the critical path facility.

Implemented aggressive cost savings and process improvement initiatives to improve conversion costs by 22% in Jan 2015 versus same period a year ago.

PRIDE MOBILITY PRODUCTS CORP. 2009- 2013 SENIOR VICE PRESIDENT of GLOBAL MANUFACTURING Scranton, PA

Drive customer focused manufacturing for a FDA regulated, privately held OEM of power positioning and mobility products in the complex rehabilitation market. Provide operational leadership to a market leading Medical Device manufacturer with 3 plants, 900 employees, an extensive contract manufacturing base, and annual sales of $450 million. Aligned Key Performance Indicators (KPIs) to exceed customer expectations, identified gaps, and delivered sustainable achievement against those measurements.

Drove reorganization and lean transformation of the manufacturing activities yielding an increase of 60 % in throughput, on a daily basis, for our most dominant product lines.

Efficiency improvements exceed 15% annually, on a per unit basis, for domestic and international sales. Deployment of Lean techniques to identify and eliminate waste also drove an inventory reduction of 22%. Annual cost savings exceeded $9.8M in 2012.

Exceeded customer expectations by decreasing order fulfillment cycles by an average of 50%; concurrently reducing First Time Quality (FTQs) occurrences in excess of 38%.

Co-directed the due diligence, acquisition, and integration of a key market segment addition to our dominant product line

Effectively implemented production and process controls along with positively reinforcing cGMPs to pass the company’s first Manufacturing audit by the FDA. The inspection was conducted in accordance with 21 CFR Part 20, CP 7382.845 and resulted in Zero Inspectional Observations.

HAULMARK INDUSTRIES 2007- 2009 VICE PRESIDENT of OPERATIONS Elkhart, IN

Delivered industry leading business results for a private equity backed OEM of trailers and Motorcoaches. Provided strategic and tactical guidance and instilled effective P&L accountability to 6 manufacturing facilities and 700 employees with annual sales of $150 million.

Instituted robust cost control systems and continuous improvement activities; One project resulted in 15% lower material cost (despite historic steel and aluminum inflation) and 22% labor containment. Lean initiatives yielded in excess of $5.6M in annualized savings.

Vitalized a moribund safety program resulting in 90% improvements in LTC, DART, and Incident rates (YOY). Savings exceeded $1M in real costs and significant additional avoidance.

Initiated development of company’s Lean cultural transition. Debut Kaizen event yielded a 43% improvement in a critical path’s cycle time; 20% reduction in labor within scoped process.

VISTEON AUTOMOTIVE SYSTEMS/FORD MOTOR COMPANY 1997 – 2007

OPERATIONS DIRECTOR Southern US

Successful execution in a variety of high profile and professionally demanding assignments resulted in multiple promotions and operational leadership responsibility for a new strategic business unit with annual revenues in excess of $1 billion; 5 plants, and 900 employees. Started up 4 new facilities with 4 brand new workforces for a new customer to the company. Developed operating models that included 2 joint ventures with 2 different partners. Launched a company first application of a new MRP/ERP system.

Extension of our Value Stream Optimization into the supply chain yielded $4.8 million in annualized freight savings, 8% material cost savings, and a 30% increase in inventory turns. This effort included almost 200 suppliers with geographic representation that included South America, Asia, Mexico, and Central Europe.

Launched a winning safety program resulting in Zero Lost Time Cases in over 2.5 million man

hours of exposure.

Spearheaded the development of the 5 plants’ operating systems: Lean Manufacturing principles and disciplines proved critical in outperforming the operating budgets by an annual average of 11%.

Mentored the Continuous Process Improvement (Kaizen) activities that resulted in a 60% reduction in defects in 6 months.

Creation of Quality Operating System (QOS) became the cornerstone of TS 16949 certification and completion of many customer certification audits above and beyond standards.

Developed a Leading Competitive Country (LCC) strategy that included significant sourcing advantages to Asia, Mexico, and Central Europe for key program requirements such as tooling, parts, and high labor content sub-assembly.

ENGINEERING MANAGER Southeast Michigan

Contributed vision and creativity designing, developing, and directing multiple key projects while organizing and supervising a team of no less than thirteen engineers and maneuvering within a $68 million budget. Organized and prioritized multiple responsibilities including financial forecasting, efficiency, quality improvements, safety enhancement, and capital spending simultaneously. Designed, developed, and delivered an industry-first finishing system. Six Sigma methodologies, including DOE and multi-variant analysis, allowed innovation that drove a 25% labor efficiency improvement.

Championed a cross-functional team in developing and implementing labor and material efficiency actions improving costs 9.5% YOY in FY2002.

Developed and executed cost savings initiatives of over $7.5 million annually on key programs.

Re-designed product assembly process to accommodate a 25% increase in product complexity.

US ARMY Fort Bragg, North Carolina

CAPTAIN

Held multiple leadership and staff positions in both peacetime and times of conflict. Earned an appointment to Officer Candidate School and advancement from Private through Non-commissioned Officer (E-6) to Captain (O-3) during career. Led high magnitude operational, logistical, training, and administrative actions. Leadership enhancement includes graduation from Ranger, Pathfinder, Airborne, and Air Assault Schools along with OCS and Primary Leadership Development courses.

Recognized as preeminent of 19 officers in organization due to unsurpassed performance during annual evaluation for technical, tactical, leadership, and fitness criteria.

Honor Graduate of US Army Ranger School (Leadership training), Chemical Officer Basic Course (Technical and leadership training), and Air Assault School (Tactical training).

LEARNING CREDENTIALS

MASTER OF BUSINESS ADMINISTRATION, FINANCE/ACCOUNTING

University of Michigan

BACHELOR OF INDUSTRIAL ENGINEERING

Southern Illinois University

REFERENCES AND FURTHER DATA PROVIDED UPON

ESTABLISHMENT OF MUTUAL INTEREST

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