Manager Plant

Donald P. Burns

**** ****** **. ******, ** ****7 614-***-****

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

Summary

Accomplished leader who has demonstrated the ability to drive

change and transform operations into high performing teams

delivering results through strong leadership, strategic business

management and the use of continuous improvement tools. Hands on

Manager with experience in Environmental Health and Safety,

Quality, Operations, Industrial/Manufacturing Engineering, Supply

Chain and Product Design.

-Plant turn-around, start-ups, closures

-Productivity and cost reduction improvements

-Strategic short/long term planning

-Personnel development/coaching

-Change Agent

-Environmental health and safety leadership

-Environmental regulatory compliance

-Labor relations improvement

-Lean manufacturing/six sigma methodologies

-Process analysis, evaluation and troubleshooting

Professional Experience

SHAFFER MANUFACTURING (Urbana, OH) 2012-

2013

V.P. of Operations

Direct all aspects of Shaffer Manufacturing Operations responsible

for: Safety, Quality, Operations, Design Engineering,

Manufacturing Engineering, Customer Service/Warranty,

Materials/Supply Chain and HR in the supply of ETO capital

equipment used in domestic/international bakeries. Through the

use of continuous improvement activities and lean tools, improved

employee relations, on time delivery, quality and profit.

Implemented safety leadership team, behavioral based

accountability matrix, safety metrics, daily personal safety

audits and emergency response plan which drove 100% improvement in

safety recordable/lost time accidents (received internal award).

- Improved outgoing machine quality, final assembly/weld

department quality and fielded machine reliability by developing

weld

endurance test program, quality check sheets, accountability

files, visual quality metrics, feedback loops and training

programs.

- Doubled plant output and improved on time delivery 100% by:

creating materials team, daily materials standard work activities

(supplier on time performance/root cause analysis, cycle

counts, visual inventory level audits, shortage reports,

inventory/back

flush error root cause analysis), re-engineered the plant

layout/flow and developed capacity models for manpower

determination/scheduling the plant.

- Implemented communication boards and plant operating metrics

(safety, quality, scrap, rework, efficiency/utilization, schedule

and

on time delivery) for employee contribution awareness.

Improved employee morale by daily interfacing one on one with each

operator in the facility, performing weekly operating metric

review's and by holding employee involvement meetings.

- Coached existing Plant Manager, HR and Supervisors in

manufacturing principles, accountability initiatives, implemented

HR/Operations operating policies/procedures and created

position templates, job descriptions, pay matrices.

SIEMENS (Norwood/Urbana/Bellefontaine OH)

1997-2012

Manufacturing Manager, Norwood OH Motor Plant, 2009-2012

Retained after closing and transferring Siemens manufacturing

facility in Urbana OH to Mexico to lead 150 employee, 2 shift

workforce managing stamping, tool room, machine shop, stator coil

fabrication, rotor and stator mfg/assembly lines used in 500 hp-

18,000 hp engineered to order above NEMA electric motors.

- Implemented cross-functional teams, lean tools and developed

capacity models to improve the delivery reliability from 67% to

98% and first pass yield from 17% to 100%.

Initiated kaizen events/operator accountability initiatives to

increase the stator department output/efficiency by 50% which

resulted in out-sourced stators to be in-sourced.

- Utilizing standard work and kaizen events, implemented

continuous flow (vs. batching) in the coil department which

resulted in an 80% reduction in inventories, lead time

reduction from 5 days to 2 shifts and productivity increase of

35%.

- Improved departmental safety by initiating plant wide 5s

audits, implementation of safety teams and personal involvement in

all

safety issues.

Developed and implemented visual factory tools inclusive of kan-

bans, supermarkets, operating metric communication boards and

equipment signals to drive departmental operations and provide

transparency to personnel.

Educated existing plant management, HR and supervisors in

manufacturing principles, accountability initiatives and

initiated/implemented HR/Operations operating policies/procedures.

Donald P. Burns - Page 2

Plant (Site) Manager, Urbana OH Plant, 2004-2009

Direct all aspects of a 325 employee, 24/7 workforce responsible

for: Plant P&L, Safety, Quality, Operations, Materials, Industrial

Engineering, Maintenance/Facilities and Tool Room in the supply of

stamped, brazed, plated, mechanically joined and thermo set

compression molded plastic components used in industrial circuit

breakers and switchgear.

Developed and executed the strategic plant closure plan for the

facility: risk analysis, capacity analysis, build/inventory plan,

personnel incentive/retention plan, on/off site incumbent supplier

process training and manpower reduction plan/timing. Closed the

plant one year ahead of schedule with no impact to the plant

delivery and quality metrics.

Led the delivery reliability improvement plant effort (supply

chain root cause analysis; kan-ban/point of use implementation,

execution/training of the lean order management system; daily task

accountability initiatives) which improved the service level to

customers within United States, Mexico, Canada, Germany and Brazil

from 26% to 100%.

Implemented cross-functional plant safety team, area specific

safety representatives, safety suggestion program, 5s plant

competition, salary safety leadership team and personal safety

focus to improve the plant safety performance by 70%.

Initiated and led the implementation of strategic manufacturing

operating programs: 5s, visual management, point of use, set up

reduction, scrap reduction, stamping die pm program utilizing the

lean trigger, six sigma projects, morning production and weekly

plant metric attainment meeting.

Improved overall plant quality performance record to 99.8% by

implementation of SPC in the pressroom, operator accountability

initiatives, equipment capability studies and customer dfm/product

improvement projects.

Managed/implemented $3M+ in cost reduction projects focusing on

raw materials/suppliers, fabrication/molding processes, labor

costs, scrap reduction (60% annual plastics reduction) and

utility consumption (25% reduction).

- Implemented visual workplace management tools inclusive of

operating metrics (utilization, efficiency, scrap, inventory,

overtime, absorption) to drive plant personnel behavior and

provide transparency on plant performance scorecard.

Implementation contributed to throughput increase of 60% and

productivity increase of 30%.

Experienced in communicating/negotiating/meeting with regulatory

organizations OSHA, EPA, ISO and local union/government officials.

Successfully maintained ISO 9001-2000 registration.

Developed, coached, counseled staff as required for success of the

facility. Turnaround effort recognized by being nominated 2005

Siemens employee of the year.

Breaker Focus Factory Manager, Bellefontaine OH Plant, 2003-2004

Promoted to lead team of 150+ personnel over 3 shifts inclusive of

Manufacturing/Design/ Quality Engineers and Materials personnel in

the manufacture of 6 circuit breaker assembly lines. The team

improved quality, service level, UL testing non-conformances and

cost.

Breaker Engineering Manager, Bellefontaine OH Plant, 2001-2003

Promoted to manage the circuit breaker engineering department and

model shop (6 product engineers, 3 machinists) supporting circuit

breaker manufacturing operations and distribution centers located

in the U.S. and Mexico. Responsibilities included leading cost

reduction programs, maintaining Underwriter Laboratory listing of

catalogued products and supporting Quality, Production and

Marketing activities

Industrial/Manufacturing Engineering Supervisor, Bellefontaine OH

Plant, 2000-2001

Promoted to manage the Manufacturing Engineering department (6

engineers) supporting circuit breaker manufacturing operations and

distribution centers located in Ohio and Mexico.

Manufacturing Engineer, Bellefontaine OH Plant 1997-2000

Responsibilities included implementing projects/equipment to

reduce costs, improve productivity/quality/safety and resolve day

to day

production/maintenance issues in two U.S. and one Mexico circuit

breaker manufacturing facilities.

UNITED DEFENSE (Armored Combat and Medium Duty Truck Manufacturer)

1986-1997

Senior Process Engineer, York PA, 1992-1997

Managed the process engineering department (11 manufacturing

engineers, 6 CNC programmers) and 25 welders, machinists and

inspectors involved in the manufacture of large military tracked

vehicles. Support areas included: process development of

machined, welded and formed components and vehicle structures; CNC

programming development and prove out; fixturing design,

development and prove out; capital planning and production

troubleshooting. Selected accomplishments:

Education/Training

Ohio State University - Bachelor of Science, Welding Engineering,

June 1983; Dale Carnegie; Eliminating Waste, Bill Conway; Lean

Mfg., Price Waterhouse; Six Sigma, Start and DuPont Safety

Training[pic]

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