Engineer Manager

Frank R. Samartino

***** ************ **** **.

Davidson, N.C. 28036

704-***-**** (cell)

***********@*****.***

www.linkedin.com/pub/frank-samartino/24/593/598/

Summary

Proven professional at identifying and implementing successful engineering and operational strategies. A record

for maintaining a high level of integrity for the implementation and care of manufacturing systems and facility

assets. Solid leadership style that promotes team while building individual empowerment and accountability.

Core competence in: operations/site leadership, engineering management, capital asset procurement and

maintenance, project engineering, lean six sigma continuous improvement, budget ownership, ISO quality

compliance (9001,14001) and Environmental Health and Safety compliance EPA and OSHA .

PROFESSIONAL CHRONICLE

7/2012 – 8/2013 Digital Optics Corporation Sr. Manager

(Business Sold Charlotte, NC Operations Support and Materials

to be Relocated) Management

Initially accountable to oversee site engineering and maintenance along with environmental and safety

compliance. Within six months awarded additional oversight for supplier development, procurement and

materials management. Digital Optics designs and fabricates diffractive and refractive micro-optic Nano

technology for data communication and optical applications.

• Provided oversight for the 100,000 sq. ft. fabrication facility and operating assets. Facility included class

10 thru 10,000 clean rooms, process utilities, metrology laboratories and in excess of 200 discrete

fabrication assets.

• Managed $3.0 million annual materials and expense budget.

• Implemented from “grass roots status” fabrication asset preventative maintenance system. Successfully

integrated PM system into the operations schedule for 65 discrete assets.

• Accountable for annual capital investments plan; key focus on process improvement, expansion and

sustainability.

• Successfully lead site efforts to ensure “critical equipment readiness” for the 2013/14 high volume

manufacturing forecast.

• Identified $100,000 utility cost savings in 2012, realized 2013 savings to exceed $250,000.

• Primary interface for critical suppliers, based in Asia, for a significant business opportunity forecasted to

yield $9.0 million annual revenue.

• Provided team leadership and mentoring to site engineering team and materials management team.

2005 – 6/2012 Mallard Creek Polymers Plant Manager

Charlotte, NC

Site leader accountable for specialty polymer manufacturing complex. Operations Manager for highly flexible

batch manufacturing for business-to-business and business-to-customer manufacturing. Served as the

Operations representative on Business Leadership Team.

• Successful operations leadership to complement, 3 year, business volume growth from 60 million to 120

million pounds annually. Growth achieved by creating a highly responsive, customer focused culture,

both professional and wage staff

• Successfully aligned organization to meet business objectives; from a 5 day, 3 shift operation to 24/7

• Integrated lean continuous improvement initiatives; value stream development, key process indices,

operating metrics, DMAIC approach to root cause investigation, visual communication and shift Gemba

walks

• Originated and championed capital investment alternatives to business owners that provided increased

manufacturing capacity and capability, securing a 25% reduction, per pound, in base operating costs

• Provided oversight for $3.0 million investments that resulted in increased product line diversity, quicker to

market capability and annual capacity increase

• Championed the process that obtained Board of Directors approval for $2.2 million capital investment to

avoid obsolescence of site process control system (3 year plan)

• Maintained overall accountability for the integrity and sustainability of operating assets including

processing and utility infrastructure. Managed $3.3 million site maintenance and utility budget

• Safely and successfully managed the introduction of intellectual property; 18 products in two years

resulting in 50% growth of business sector

• Drove initiatives to reduce and re-use energy sources, annual savings $100,000 (steam and water)

• Proven North Carolina OSHA STAR excellence site and mentor for partnering industries

• Key team member in the redevelopment of Quality Management System (ISO 9001 compliance)

• Accountable for $10.5 million annual operations budget

1999 – 2005 Mallard Creek Polymers Site Engineer

Charlotte, NC

As Site Engineer I provided technical and project management for the design and installation of new

manufacturing process. Key projects focused on site improvements including the installation of storage

and handling for raw materials, modifications to process feed systems, and process control upgrades.

Additionally, I was accountable for site maintenance and integrity, utility and contractor management and

spending. Provided engineering oversight for all compliance related initiatives; PSM, OSHA, EPA and

ISO 9001.

1993 – 1999 Hoechst Celanese Corporation Plant Engineer/

Mt. Holly, NC Process Safety

Coordinator

As Plant Engineer I was accountable for capital projects, process equipment improvements, and

management of maintenance and contract employees. Started up $15 million plant for the

manufacturing of reactive and disperse dyes. As the Process Safety Coordinator I developed all site

polices for the implementation and compliance with OSHA Process Safety Management Practices.

Served as overall business PSM coordinator reporting to Site Manager to develop action plans and

monitor status. The business successfully achieved from grass roots to “practice in place” status with

Chemical Manufacturing Association (CMA) Guidelines for process safety.

1989 – 1993 Hoechst Celanese Corporation Process Improvement

Salisbury, NC Engineer

As a Process Improvement Engineer I focused on cost savings and waste reduction. Key success to the

business included; design and install of “product defect” detection system to minimize the cost of product

rework, annual savings of $35,000. Root cause identification for polymer spin pack failures, annual savings of

$250,000.

EDUCATION and PROFESSIONAL DEVELOPMENT

• Masters of Science, Engineering Management, University of North Carolina at Charlotte, 2005

(Honors Student),

• Bachelors of Science, Mechanical Engineering, University Of North Carolina at Charlotte, 1989

• Lean Six Sigma Black Belt Certification; Villanova University 2012

• University of North Carolina at Chapel Hill Business Essentials Certification 2011

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