Engineer Plant

Allan R. Schreiner

*** ******* **** *****, *******, NC 27006

336-***-**** (Office) 336-***-**** (Mobile)

Professional Summary:

Manufacturing leader with extensive background leading a team to achieve results through

process improvement efforts, which include Six Sigma and Lean manufacturing tools. Solid

technical background with broad manufacturing experience.

Professional Experience:

07/06 – Present Plant Manager, CertainTeed a division of Saint-Gobain, Roaring River, NC

• Accountable for all aspects of the facility including safety, quality, production,

maintenance, human resources, and purchasing with 7 direct reports

• Manufacturing scale: 16 salary/113 hourly employees with 2013 sales of $65MM

• Leading plant safety culture for seven years without a lost time accident

• Obtained membership in Saint Gobain’s Millionaire’s Club

• Drove cost reduction projects to become low cost producer which fully loaded the plant

• Lead the division product reformulation project to address historical quality issue

• Lead cross disciplinary EH&S steering committee as well as work/life committee

• Obtained the plant’s first ISO 14001 registration in 2010

• Six Sigma/Lean champion for plant site – Launched lean in 2012

• Major lean accomplishments: energy reduction, raw material savings, hour-by-hour focus

on manufacturing, SQDC, noise reduction, and plant wide 5S implementation

• Solid track record of cost reductions with an estimated 5.4% of net sales reduction ytd

• Executed $2.7MM plant expansion project on time and below budget in 2012.

• Secured North Carolina One grant for $600K

08/04 – 07/06 Operations Manager, Saint-Gobain Containers, Dolton, Illinois

• Managing all aspects of the Batch & Furnace, Forming, Finishing and Warehouse

departments including safety, quality, production and maintenance

• Operations Departments: 20 salary and 300 union hourly employees

• Corrected several large environmental compliance issues

• As acting HR Manager, hired nine new salary team members as well as eliminating

historical backlog of union grievances

• Started mandatory OSHA training and launched minimum compliance standards

• Formed 5 Cross functional safety teams to address historical poor safety record –

reducing recordable incident rate by 20% during 2005.

• Implemented process control shift check sheets and process boards

• Reduced direct labor by implementing controls saving $400K /year

• Job Change Kaizen leader – reduce job change time by 35%

• Plant 5S Leader – leader for two successful projects in 2005

• Repaired the bottoms of two glass furnaces with no recordable injuries

12/03- 06/04 Acting Plant Manager, Johns Manville, Waterville, Ohio

• Managed all aspects of the facility including safety, quality, production, maintenance,

human resources, and finance with 12 direct reports

• Manufacturing scale: 40 salary and 350 union hourly employees

• Executed 2004 goal identification and annual manufacturing action plan

• Implemented behavior-based safety training using a cross-functional core team

• Trained entire hourly team to white belt level in Six Sigma

07/02- 08/04 Production Superintendent, Johns Manville, Waterville, Ohio

• Manage safety, quality and production of three manufacturing operations with 5 salary

direct reports and 75 union hourly employees

• 1 OSHA recordable in 20 months

• Monthly expense budget levels of $1MM direct and $125K indirect

• Reduced quality returns by 51% ($12K) – through the use of FMEA

• Reduced indirect spending by 20.4% ($117K) in 2003

• Increased First Pass Yield (material efficiency) by 2.2% ($225K)

• Facilitated and implemented work stoppage contingency plan

• Sponsor of several successful Six Sigma projects

11/01 – 12/02 Six Sigma Black Belt, Johns Manville, EPG Division

• Increased First Pass Yield of ASHREA product line from 66.3% to 84% in six months

using Six Sigma road map and tools ($261K)

• Reduced contamination in wet laid fiberglass mat for the battery market

• Facilitated several customers’ meetings to maximize meeting effectiveness

11/98-11/01 Plant Engineer, Johns Manville, Richland, Mississippi

• Responsible for the plant’s annual capital and equipment expense budget

• Managed 2 salary, 16 hourly non-union employee maintenance department.

• Department experienced no lost time or recordable injuries

• Coordinate all plant machine modifications, capital and expense

• Responsible for minimizing line downtime by applying appropriate corrective and

preventative maintenance activities

06/98-11/98 Plant Project Engineer, Johns Manville, Richland, Mississippi

• Responsible for electrical portion of $5.7MM two-plant consolidation project, saving

$1.8MM/year

• Relocated and automated seven manufacturing lines from East Stroudsburg, PA to

Richland, MS

• Installed and commissioned all new power distribution equipment system

• Installed and debugged control systems for five manufacturing lines with electronic

operator interface over Ethernet

11/95-06/98 Plant Project Engineer, Johns Manville, Defiance, Ohio

• Responsible for all electrical systems at a seven-line pipe insulation manufacturing plant

• Installed automatic jacketing machine that jackets pipe insulation using new digital servo

motion control technology. This project reduced crew by four while increasing line

capacity and product quality with the additional benefit of eliminating personal injury

exposure

• Installed automatic power factor correction system which saved the plant $90K/year while

forcing the utility company to change from kVA billing to kW. This change reduced

electrical costs for four other JM facilities

• Provided engineering support and when required, supervised union electricians

12/94-11/95 System Engineer, Centerior Energy, Oak Harbor, Ohio

• Responsible for maintenance, troubleshooting, predictive and preventive maintenance of

the radiation monitoring system, containment vessel atmosphere hydrogen analyzers,

boric acid heat trace system, and freeze protection system

06/89-09/94 Coop Student Engineer, Centerior Energy, Oak Harbor, Ohio

• Supported the electrical/controls section of plant engineering

• Installed computer-based analog and digital data acquisition systems on several plant

control systems

10/86-09/93 Squad Leader, Ohio Army National Guard, Findlay, Ohio

• Responsible for a TOW weapon system and weapon's crew

• Awarded two separate Army Achievement Medals for last two years of service

Education/Training:

Leading in a lean culture – Productivity Inc.

1 week individual training to drive towards a lean culture

Managing for Daily Improvement – Time Based Management

1 week Training/SQDC Implementation

Autonomous Maintenance – Productivity Inc.

1 week Training/Equipment transformation

Lean Value Chain Assessment – Time Based Management

1 week Training/Assessment

Public Speaking and Executive Image Training - Dr. Glenn Pfau

1 week Training Class

Management Development Institute– Saint Gobain

2 week class focused on personal impact on business/team

Six Sigma Black Belt – Johns Manville - The George Group

5 months training in DMAIC process

1 week Lean Enrichment training

Bachelor of Science, Electrical Engineering

The University of Toledo, Toledo, OH

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