VINCENZO O. LEONE

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

Rolling Meadows, IL 60008

acv9dz@r.postjobfree.com

847-***-****

847-***-****

Executive Profile

Operations Management ● Lean Manufacturing ● Industrial Engineer

Proactive Operations/Production Manager that can locate and assess manufacturing problems; and develop and implement a strategic countermeasure. A solid track record meeting company metrics in productivity and profitability by implementing lean methodology. Utilize a team base approach to elicit employee participation.

Area of Expertise

Operations De-layering

Strategic Planning

Toyota Production System (TPS)

New Product Development

Value Stream Mapping

Lean Coordination and Initiatives

Team Building

5s/Visualization

Continuous Improvement

Kaizen Events/Blitz

Cross Training Programs

Safety Programs & Awareness

Metal Stamping and Forming

Liquid & Powder Coat Painting

MIG & TIG Welding

Assembly

CNC Machining

Induction Heat Treating

Career Synopsis

Rexnord - Aerospace, Downers Grove, Illinois January 2015 – Present

A leading manufacturer of bearings, seals, and water treatment. The Downers Grove location manufactures aerospace bearing and seals.

Manager, Production

Manage manufacturing operations in CNC machining and grinding with a 4 direct reports over 3 shifts.

Increased production yield by 25% thought 5why root cause analysis

Implemented visual management in CNC machining and grinding operations

Increased operator involvement by instituting a daily issues board.

Instituted Daily Gemba Walks to review operations and continuous improvement projects

Elgin Sweeper, Elgin, Illinois September 2013 – December 2014

A leading manufacturer of mechanical and air vacuum street sweepers for industrial and municipal use.

Consultant, Manufacturing (Contract)

Manage manufacturing operations in fabrication, machining, and painting departments. Implement lean objectives and train new supervisory staff.

Increase throughput by 30% in painting department by implementing balance scheduling and root cause analysis

Implemented visual management in Painting, Gateway and Machining

Increased operator involvement by instituting a daily issues board.

Instituted Weekly Gemba Walks to review operations and continuous improvement projects

Increase department flexibility by 25% by implementing a department cross training program

Reduced Indirect Labor costs by 20% by implementing a team based process in Material Handing

Senior Flexonics, Bartlett, Illinois April 2013 – September 2013

A manufacturer of flexible mechanisms for exhaust, cooling and fuel distribution systems. The Bartlett facility manufactures EGR Coolers, Fuel Rails, and specialty productions medical and power generation applications.

Manage manufacturing operations in EGR Coolers and Fuel Rails. Implement Continues Improvements and Lean objectives to meet companies’ metrics.

Increase production by 12% in Fuel Rail production with the implementation of standard work

Assisted in the developing current and future value stream maps

Instituted departmental information boards

Trained new 2nd Shift Supervisor on leadership basics

Chrysler LLC, Belvidere, Illinois September 2012 – April 2013

A manufacturer of automobiles for the North American and European markets. The Belvidere Assembly facility manufactures the Dodge Dart and Jeep Patriot and Compass in a 5M ft2 facility.

Business Unit Leader (Contract)

Manage 5 team leaders on the C-Shift (3rd Shift) on the final assembly line.

Assisted with the production startup and integration of the Dodge Dart

Manage manpower requirements to meet production demand

Increase productivity from 590 units/shift to 652 units/Shift

Reduced manpower reductions of 3% through line balancing

Improved First pass yield (FTC) from 91% to 95%

Coached and mentored team leads on kaizens / Continuous Improvements projects to improve productivity, quality and safety

Alfa Laval, Wood Dale, Illinois August 2011 – September 2012

A leading manufacturer of heat transfer and separation equipment in the world. The Wood Dale facility manufactures heat transfer equipment for industrial heating and cooling systems in a 140,000 ft2 facility.

Unit Manager

Manage 4 team managers over a 2 shift operation.

Assisted with the location of the manufacturing process from Melrose Park to the Wood Dale Facility

Team leader in the transformation of the small condenser and receiver production from a batch to a line process

Reduced manpower requirements by 15% through continuous improvement projects on productivity and product flow

Started a proactive safety program with daily safety walk

Instituted weekly gemba walks to review operations activities and project status

Teleflex Medical, Kenosha, Wisconsin January 2010 - August 2011

A leading manufacturer of surgical equipment \operating in a 100,000 ft2 facility.

Supervisor, 1st Operations

Managing 1st Shift manufacturing operations.

Increase operating efficiency from 84.2% to 92.5%

Improved OTD from 32% to 87%.

Instituted daily operations review and countermeasure meetings

Mentoring continuous improvement project teams in Swiss Setup Reduction and Capacity Planning

Completed Grean Belt Training

PAL Health Technologies, Pekin, Illinois May 2009 - November 2009

A leading manufacturer of prescription orthopedic divided into 2 business units operating in a 40,000 ft2 facility.

Consultant, Manufacturing

Managing manufacturing operations with 3 Team Leaders.

13.7% increase in operational efficiency by reorganizing into focus factories.

16.2% decrease in manufacturing costs by implementing lean initiatives.

Converted Manufacturing flow from push to a pull-type.

Instituted daily operations review and countermeasure meetings

Mentoring continuous improvement project teams

ZF SALES & SERVICE, Vernon Hills, Illinois July 2008 – October 2008

Transmission remanufacturing center, division of ZF Friedrichshafen AG, divided into 5 business units that operate in a 125,000 ft2 facility. Major customers include: Ford, BMW, CTA, John Deere, and JLG.

Manager, Production

Managed manufacturing and distribution center activities with 5 Team Leaders and 75 non union associates.

15% output increase by implementing production leveling (Heijunka).

4 days reduction in warranty disposition through visual management and SMED activities.

Facilitated weekly 5s audits and waste walks.

AMERICAN NTN CORPORATION, Elgin, Illinois April 2004 – July 2008

Automotive bearing supplier, division of NTN Corporation, comprised of 3 business units: Unit, Preprocess, and Steel Ball. Major customers that include: Honda, Nissan, Ford, Subaru and Chrysler.

Manager, Corporate Planning (2007 –2008)

Championed New Product Development and Plant Wide Lean Initiative.

Facilitated new production developments for Honda (Pilot), Ford (Flex), and Volkswagen AG (Passat).

40% inventory reduction by employing Toyota Production System (TPS) methods.

8.3% efficiency increase by implementing overall equipment effectiveness (OEE) initiatives.

10% scrap reduction though Kaizen Events/Blitzes

Mentoring associates on Value Stream Mapping, SMED, OEE, Pull Systems, and Lean Basics.

Instituted weekly 5s / waste walks.

Lean Co-Champion for all North America Operations (7 facilities).

Operations Manager, Unit Department (2005 –2007)

Managed final bearing assembly department with: (4) assistant production manager, engineering managers, planner/buyer, and 150 non union associates.

10% efficiency increase by instituting focus factories.

15% setup reduction through SMED / Kaizen activities.

Increased operator awareness through Visual Management.

Instituted cross-training program to increase operations flexibility

Responsible for department P&L.

Operations Manager, Preprocess Group (2004 –2005)

Managed CNC turning and heat treating department with: (3) production supervisor, engineering supervisor, planner/buyer, and 80 non union associates.

33% productivity increase by load leveling labor demand

5% scrap reduction through quality circle / kaizen activities

8% capacity increase using overall equipment effectiveness (OEE).

20% setup reduction through SMED activities

Wilton Tool Group, Schiller Park, IL July 1999 – December 2004

A division of Walter Meier AG is comprised of five business units that manufacturers: industrial wood and metalworking equipment, industrial tooling, and car waxing equipment.

Assistant Plant Manager

Managed production and engineering activities with 3 assistant managers and 80 union associates.

$3.8M operating savings by integration and restructuring operations into focus factories.

$1.2M reduction by utilizing a third party logistic firm (3PL) for distribution activities.

25% increase in OEE by implementing a preventative maintenance (PM) program.

Facilitated Kaizen Events across all facilities.

Facilitated the closure of 4 facilities.

NISSAN FORKLIFT CORPORATION, North America, Marengo, IL July 1995 – July 1999

An industrial forklift manufacturer operating under the Nissan and Barrett names.

Line Supervisor, Class 2/3 Assembly (1998 –1999

Managed the Barrett assembly department comprised of 22 non union associates.

$200k operations savings by implementing lean initiatives

15% labor savings by converting from a batch to cellular manufacturing.

Instituted a department cross training program to increase operator flexibility.

Manufacturing Engineer (1995 –1998)

Responsible for identifying, supporting, and implementing process improvements and cost reduction projects.

$500k operations savings by implementing a $2.3M powder coating system.

$150k labor savings by converting to cellular manufacturing in fabrication and welding department.

$100k savings by replacing Plasma / Flame Cutter with a Laser Cutting Center

Facilitated Kaizen Events to improve fabrication / welding operations.

SQUARE D COMPANY, Schiller Park, IL February 1994 – July 1995

Manufacturing Engineer

SEALMASTER BEARING, Aurora, IL August 1991 – February 1994

Manufacturing Engineer

Education

BS, Industrial Engineering,

Manufacturing Process and Operational Management,

Bradley University, Peoria, IL, 1991

Professional Training

LSS Green Belt, Gateway Technical College

Lean Manufacturing Implementation, Nissan Forklift Corporation

ISO9000 Auditor, Square D Company/Nissan Forklift Corporation

Train-the-Trainer, Square D Company

QDC/SMED, SealMaster Bearings

Software

Microsoft Office Products

Microsoft Visio

Microsoft Project

AutoCad

Lotus Notes

Minitab

Cad 5

Sigma Flow – VSM

Auto Form

CNC Programming (Basic)

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