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Manager Engineer

Location:
Decatur, AL
Salary:
85000
Posted:
February 07, 2016

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Resume:

RICHARD TATE

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

Decatur, Al 35601

256-***-****

actfps@r.postjobfree.com

Profile: A self-motivated professional with extensive experience in Metal stamping, Tool and Die, employee management, program management, budgeting and cost accounting, engineering, welding, assembly equipment, and special machines. A decisive team player with strong leadership skills and work ethic; motivator; works well under pressure; meets deadlines; self-starter; quick thinker; multi-task oriented; strong planning; organizational skills and strong computer skills.

Career Summary: Over 25 years experience in Metal Stamping, Engineering, and Tool and Die; Leading Engineers, Program Managers, Project Managers and Tool and Die Makers building and repairing dies and machines. I believe in doing “The Right Things” “The Right Way”. Key leadership positions in 3 plant startups and many expansions, launching and managing many multi-million dollar projects. Quoted, directed technical meetings, procured and managed major programs and many engineers for several automotive firms. Lead and mentor multifunctional team members using APQP, LEAN, 5S, Continuous Improvement, 5-Why, Root Cause and KPI’s.

CAREER-RELATED EMPLOYMENT:

August 2012-Present: Matsu Alabama

Tool and Die Manager-August 2012-Present

Lead tool and die team in maintaining and improving over 500 automotive dies which include progressive dies, draw dies, trim dies, pierce dies, cam dies, transfer, and blank dies for customers such as Nissan, Honda, KTH, and TS Tech.

Responsible for die improvements to meet quoted SPM and maintaining part quality throughout program

Implemented computer database system to track all aspects of the tool and die department, including work order system, PM program, downtime of each die, repairs performed and follow up after production run to confirm correct repair.

Implemented cross-functional teams, utilizing tool and die makers on a specific press lines and the dies that ran in those presses.

Implemented “Pay for Skills” training program to aid tool and die makers in reaching their full potential by identifying all skills required in the department, training in classroom and shop floor, tracking and scoring their progress and rewarding their improvements.

Support of engineering in new die builds including concept; die print approvals and travel to die shops to confirm die build to engineering specifications.

Integral part of TS implementation and certification.

Reduced tooling down time from 14% to 4.6% across 11 presses.

Identified the teams strengths and weaknesses. Implement training on weaknesses and exploit strengths.

Implementation of “Go See” and “Do It Now”

Formalized daily meeting with production planning to insure dies are ready for production run when needed.

Instituted weekly team building meeting to strengthen department.

January 2012-July 2012: Metal Quest-Portland, TN

Program Manager-January 2012-August 2012 (Contract)

Manage all new die construction, die crashes, and die refurbishments from design phase to die completion in 60 man shop. First line of communication to customers on progress of die build and removal of any roadblock. Responsible for strip layout, design approval from customer and run-off internally and at customers location. Die sizes from 250 ton to 2000 ton. Dies including progressive dies, transfer dies and single hit.

Created all timelines based on customer requirements. Schedule and route all detail work in all departments including toolmakers tasks, CNC department, Wire EDM department, Die Assembly, Quality, etc.

August 2010 to January 2012: Martinrea Fabco-Tupelo, MS

Engineering Manager-July 2011-January 2012

Led engineering staff to improve engineering systems to streamline entire department.

Quote and build all dies and equipment for successful PPAP to Customer within budget.

Quote and implement all engineering changes with successful PPAP to customer within budget.

Headed major improvement to dies and weld equipment to meet or exceed quoted piece price.

Improved Nissan Audit in 6 weeks 30 points on 100 point scale.

Program Manager-February 2011 to July 2011

Responsible for design concept, review and approval of dies, assembly equipment and checking fixtures on time and under budget with successful PPAP to customer.

Responsible for retrofitting existing dies to presses ranging from 200-ton variable speed presses to 3000-ton transfer presses.

Implementing internal and customer funded engineering changes to dies, assembly equipment and checking fixtures.

Tooling Engineer-August 2010 to February 2011

Coordinated run off of 150 new sheet metal stamping dies. Modification of dies to produce part in specification to ANPQP standards, set forth by Nissan Motor Manufacturing. Die sizes range from 250 ton, 400 ton and 500 ton progressive to 1000 ton, 2000 ton and 3000 ton transfer and progressive dies.

April 2007 to Oct 2008: Bowling Green Metal Forming (A Magna Company)-Bowling Green, Kentucky

Assistant Department Manager- Stamping Department

Key member of the Leadership Team for a one million square foot facility with over 1000 employees.

Led the Stamping Department of approximately 200 team members, which included, press operators, quality technicians, tool and die makers, electricians, mechanics, team leaders, etc. Equipment included 6 presses and dies from 600 ton progressive and blanking to 2000 ton transfer and a 4000 ton automated tandem line. Material thickness varied from 1mm to 8.5 mm.

Direct reports included Production Managers, Tool and Die Manager, Maintenance Manager, Quality Engineers, Safety Coordinator, Human Resource Coordinator and Administrative Assistant for 3-shift operation.

Led team in 200 heavy metal frame dies, frame component dies, and inner body stamping dies, many of which had major changeovers tooling and changeover sub dies.

My leadership role included, but was not limited to, hands on shop floor coaching and mentoring, daily problem solving meeting based on issues from previous 24 hours, cost reduction initiatives, daily measurables of (SPQP) safety, people, quality and productivity.

July2006 to April 2007: Ross Tate Properties- Lewisburg, Tennessee

Project Manager

Managed fathers house building and renovation business while he recuperates from cancer.

Managed construction of single-family dwellings as well as several renovations utilizing subcontractors to bring projects in on time and within budget.

June 2005 to June 2006: Shiloh Industries – Dickson, Tennessee

Tool and Die Manager / Engineer

Responsible for die repair of over 500 automotive dies which include progressive dies, draw dies, trim dies, pierce dies, cam dies, and blank dies for customers such as Nissan, Toyota, Faurecia, Johnson Controls and Lear.

Responsible for 25 tool and die makers, CNC and EDM associates with focus on die improvements using Root Cause Analysis and Six Sigma to increase press uptime.

Led the department in an extensive die refurbishment program that included a spare detail program and major internal and external engineering changes on many dies to increase uptime in the press department.

Re-engineered dies to obtain and maintain production readiness.

Led cross-functional team in die review of new tools.

Worked with outside die shops and other vendors to support our operation.

Implemented cross-functional teams, alternating tool and die makers on specific presses and the dies that ran in those presses.

Supported welding and assembly department with design, re-design and building of equipment and fixtures.

June 2003 to June 2005: Precision Tool, Engineering and Consulting – Spartanburg, South Carolina

President

Work with many automotive and other companies to concept, design, and build special machines to agree on specifications and approved designs. Machines range from a few thousand dollars to over $200,000.

Purchase, refurbish, and re-sell used equipment including stamping presses; hydraulic cardboard balers; brake presses; forklifts; cranes; spot, robotic, tig, mig and stick welders; lathes; mills; saws; and other types of Industrial equipment.

Extensive use of the Internet to purchase and market our equipment.

Work with vendors and sub-contractors to meet or exceed customer expectation and project timing.

Extensive experience in project management, product development, designs, drafting, quoting, accounting procedures, sales, supervision, purchasing, computer operating, customer service and onsite consulting.

April 1998 to June 2003: SPARTANBURG STEEL PRODUCTS – Spartanburg, South Carolina

Maintenance Manager (July 2002 to June 2003)

Moved from Tool and Die Manager to Maintenance Manager to implement systems that were used in tool and die, with proven success.

Responsible for entire plant and grounds with over 75 associates including electricians, mechanics, supervisors, engineers, planners, and administrative assistant at 2 facilities of over 650,000 square feet, reporting to the Director of Operations.

Implemented TPM program utilizing CMMS database program to track all activities in the maintenance department.

Set standard operating procedures for preventative maintenance and repairs throughout the plant to aid associates in making a repair within the allotted time frame.

Implemented “Pay for Skills” program and “Maintenance Excellent” program to train associates in all areas of their designated responsibilities.

Led maintenance team in maintaining over 30 stamping presses including 200 ton coil fed high speed presses, 1000 ton tandem line automatic transfer presses, 2000 ton tandem line robotic transfer, and 2000 ton transfer press.

Responsible for annual expense budget of over $8 million at two facilities and capital budget in excess of $2 million annually. Under expense budget 1st year by 12% through improved root cause analysis, improved documentation, and the improve skills of the maintenance technicians, through their personalized training program.

Member of Executive Planning Team led by the President of the Company

Tool and Die Manager (April 1998 to July 2002)

Responsible for over 1500 automotive dies which include progressive dies, draw dies, trim dies, pierce dies, cam dies, and blank dies for customers such as BMW, Ford, Toyota, and Mercedes.

Led 75 tool and die makers, 4 supervisors, 3 tooling engineers, 2 planners and 1 administrative assistant, at 2 metal stamping facilities of over 650,000 square feet, reporting to the director of operations.

Hired over 20 tool and die makers to support plant expansion for BMW program.

Implemented computer database system to track all aspects of the tool and die department, including work order system, PM program, downtime of each die, root cause analysis, repairs performed and follow up after production run to confirm correct repair.

Implemented cross-functional teams, utilizing tool and die makers on a specific press lines and the dies that ran in those presses.

Implemented “Pay for Skills” training program to aid tool and die makers in reaching their full potential by identifying all skills required in the department, training in classroom and shop floor, tracking and scoring their progress and rewarding their improvements.

Responsible for annual expense budget of over $6 million at two facilities and annual capital budget in excess of over $1 million annually. Consistently reduced expense budget annually by 5% to 10% by utilizing proper management of die repair procedures based on root cause analysis.

Member of Executive Staff Planning Team led by the president of the company.

Support of engineering in new die builds including concept; die print approvals and travel to die shops to confirm die build to engineering specifications.

Integral part of QS9000 implementation and certification.

February 1994 to April 1998: A.G. SIMPSON COMPANY – Dickson, Tennessee

Tooling Engineer/Estimating Engineer (August 1997 to April 1998)

Manage projects as well as quote all potential new business including stamping, tooling, capital equipment, purchased items, etc.

Worked very closely with plant manager, accounting, and sales team traveling to different customers to provide technical and sales support.

Improved the Activity Based Costing program to become more competitive in the automotive industry.

Program Manager/Tooling Engineer (July 1995 – August 1997)

Quoted all parts received from Nissan for the Nissan Altima and Nissan Frontier, working closely with Nissan purchasing and Engineering.

Program Manager over these programs consisting of 75 new assemblies, 150 dies, and 15 assembly cells. Total Quoted for this program was $37 Million in sales per year, $22 Million in Tooling, and $4.5 Million in Capital Equipment.

Successfully launched this program on time, $5.5 Million under tooling budget, $2 Million under capital budget. First month of production had only 25 PPM rejected.

Traveled to Japan twice to support engineering trials for Nissan.

Traveled to Canada extensively to corporate offices to support other major programs.

Tooling Engineer/Manufacturing Engineer (September 1994 – July 1995)

Responsible for design concept, review and approval of dies, assembly equipment and checking fixtures on time and under budget with successful PPAP to customer.

Responsible for retrofitting existing dies to presses ranging from 200-ton variable speed presses to 2000-ton transfer presses.

Implementing internal and customer funded engineering changes to dies, assembly equipment and checking fixtures.

Various projects including moving Nissan bumper assembly line from sister company to Dickson. Reject rates went from 40% at sister company to 3% within 4 weeks of move.

Support of plant start-up in St. Louis, Missouri for a bumper assembly plant to support GM.

Tool and Die Maker/Die Protection Specialist (February 1994 – August 1994)

Installation of all die protection, die maintenance, tooling diagnostics and problem solving techniques in team environment, cost justification of new equipment purchases.

Training of fellow employees on programmable controllers of presses.

Presentation to guests and corporate executives on the implementation of die protection.

Developmental engineering of tooling with outside vendors.

Set up TQM Program for die protection.

November 1989 – February 1994: TRUE DIMENSION MACHINE WORKS – Lewisburg, Tennessee

Owner / Engineer

Extensive experience in project management, product development, designs, drafting, quoting, accounting procedures, sales, supervision, purchasing, computer operating, customer service and onsite consulting.

Co-design and built 3 quick die change systems for Inter-City Products.

Designed, built and installed large die wash system.

Used pneumatic and hydraulic controls on many special machines.

Installed specialized lubrication systems.

Worked with subcontractors on certified facilities work.

Managed 13 full time and 8 part time toolmakers and 2 salaried employees.

Worked with approximately 20 customers and 50 vendors from automotive, appliance and other industries.

Designed and built dies, fixtures and special machines.

January 1983 – September 1990: INTER-CITY PRODUCTS – Lewisburg, Tennessee

Tool and Die Maker

Built numerous dies, special machines, fixtures and gages.

Worked in die maintenance, tooling diagnostics, first piece try out and PM program.

Worked with large transfer dies and progressive dies.

Repair work for maintenance department.

Programmed and operated CNC lathe and mill.

Worked with high-speed presses and dies.

EDUCATION AND TRAINING:

Maintenance Excellence Training – Life Cycle Engineering, Inc.

Coaching and Mentoring Training

OSHA Compliance Training-US Dept of Labor

Tool and Die Advisory Board Member for Spartanburg Technical College

Lean manufacturing, 5S, and Visual Factory Management Training

Improving Communication Skills – Dr. Joseph Cangemi

APQP, PPAP, FMEA, PFEMA and Control Plans.

Team Leadership Training; A.G Simpson Training.

Total Quality Management; A.G. Simpson Training.

Tecknow Education Service; Die Protection Seminar.

Attended Middle Tennessee University and David Lipscomb University

Cincinnati Milacron Company; Certified in Cinturn Turning Centers with Shop Floor Programming.

Fadal Programming School; Certified in Computer Numerical Control Machining Center.

Inter-City Products 4 year Tool and Die Apprenticeship Program. Certified as a Journeyman Tool and Die Maker.

Shelbyville State Area Vocational School; Trained in Machine Shop, Blueprint Reading and Trigonometry.

References: Available Upon Request



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