Project Management

WILLIAM BLAIN

** ***** ******, ********, ** ***** C: 1-937-***-**** *********@*****.***

Summary

Manufacturing and production professional skilled in leading high-producing teams and using lean manufacturing to reduce costs and increase process efficiency.

Highlights

Accomplishments

Over 15 years experience in the steel stamping industry . Qualified operator and trainer in fields such as coil feed progressive presses from 160 tons to 1600 tons as well a blank feed servo feed transfer presses up to 3000 tons.

Qualified Production Supervisor with 10 years of manufacturing management experience, including cross-training and scheduling employees, ordering parts, record- keeping and meeting all production deadlines.

Dedicated leader with demonstrated ability to train, manage and motivate team members to achieve organizational objectives.

Experienced in production scheduling

Knowledge of 5S methodology

Certified coil feed progressive press operator and trainer.

Certified servo blank feed transfer press operator and trainer.

Certified through Crane Training USA as a overhead crane operator and trainer.

Licensed forklift operator and trainer.

Welding and fabrication experience.

Tool and die maintenance repair and preventative maintenance experience.

Pneumatics and electrical training.

Project Engineer on the installation of both a 400 ton Aida progressive stamping press as well as a 3000 ton Komatsu blank feed transfer press. Duties included supervision of all outside contractors, Engineering and purchasing of all additional equipment to make the lines production ready. Start up training with the press company's, ordering of all recommended spare parts, and keeping all within the set budget and time line.I was trained by the press companies on operation of the press and feeder units and in tern created associate operation manuals and trained all new press operators.

Team member on a team of four that created a real time OEE system for the stamping department at F & P America that took all production paperwork recording from being manual paperwork to data entry of all production and press downtime being entered real time in a computer at each press. All die, shot total, and downtime data was recorded and graphed into different charts that would allow management the opportunity to countermeasure any issues daily. This project was published in metal forming magazine.

Given a Kaizen project from upper management at F&P America to review the current stamping supplies storeroom and cross reference all tooling and components and see if there were other vendors that offered better prices or better components at

Budgeting and forecasting

Customer relations specialist

Process improvement

Multi-unit operations management

Vendor sourcing

Cost reduction and containment

Productivity improvement

Troubleshooting

Superb time management skills

Excellent Microsoft Excel, Word, & Power Point skills.

Experience

Feb 1997 to Feb 2013 Senior Supervisor F & P America - Troy, GA

Boosted OEE by 15% through extensive press operation training which included quick die change procedures and addition of streamlining material flow either by movement of current equipment or addition of upgraded equipment.

a competitive price. After eight months of working with vendors there was a total savings of $836,000.00 and all parts were cataloged with pictures, prices, vendors, pictures, and part numbers.

Competed in a Honda quality circle competition that started at company level and then went supplier wide with over 100 other tier one vendors. I lead a team of four that implemented a new draw oil system on a 2500 ton transfer press that lead to a 67% reduction in total usage without sacrificing tooling condition or part quality. Our team took second place in the finals in Toronto.

Started as a temporary associate at F & P America in 1996. Hired in on Feb, 1997 as a hand welder. Moved to the stamping department at associate level in 1998. Trained on and operated a 1000 ton coil feed progressive press for the next year. Cross trained and ran an Aida 2500t transfer press for the next two years. Promoted to team leader and die setter in 2002 where I ran the overhead crane and kept the department set up with all the proper dies and coils per the production schedule. Promoted to first shift department Supervisor in 2004 where duties included maintaining associate safety, high quality standards, and overall production. In 2006 I was promoted to process engineer where my duties included overseeing and implementing all approved improvements either equipment or process based. I also worked with new model group on all new line start ups including die trials and improvements along with writing all operation standards and training materials. I wrote all press operator training manuals and power point materials to go along with them. In 2009 I was promoted to Senior Supervisor over 3 shifts of operation. I had three supervisors and 34 associates that I was responsible for.

In January of 2013 I was offered the assistant managers job at F & P Georgia. I took over their stamping department with a planned budget of $750,000.00. I was over both the production staff as well as the press maintenance and die maintenance departments. April was the beginning of the companies 21st business term and I created the business plan according to reaching the set goals given by the Board Members. In the first five months safety was improved through training and upgraded PPE. Internal and external quality index points drop well below the previous average and met the set target, and the OEE for all presses increased by over 7% through training and equipment improvement.

Defined project deliverables and monitored status of tasks.

Drafted action plans and led meetings with department executives to review project status and proposed changes.

Delivered status reports to stakeholders for budgeting and planning purposes.

Collaborated with cross-functional teams to draft project schedules and plans.

Monitored costs, timescales and resources used to achieve maximum safety,quality, and efficiency.

Monitored team progress and enforced deadlines.Developed slide shows and other forms of media to present project progress to the executive team.Served as the single

Education

point of contact for project scheduling and changes.

Feb 2013 to Aug 2013 Stamping Manager F & P Georgia - Rome, GA

Managed a project budget of $750,000.00.Defined project deliverables and monitored status of tasks.

1994 High School Diploma, General Studies Graham High School - St.Paris, Ohio, United States Student government representative and varsity athletics.

Hocking Tech

Associate of Science, Wild Life Management 1996 Hocking Tech College - Nelsonville, Ohio, United States Student government representativeCoursework in Business, Management and CommunicationsCoursework in Business Communications and Management Information SystemsPrinciples of Financial Accounting seminarManagerial Statistics and Management Communication coursework

Manufacturing Management Certificate, Industrial Management Quality 2005 Edison Community College - Piqua, Ohio, United States Principals of Total Quality Management based from the works of Edward Dimming. Interpersonal relations in the workplace. Strategic Leadership trainingManagerial Statistics and Management Communication coursework

Manufacturing Press Engineering Technolgy Certificate, Mechanical Power Press / Tooling

2003 Clark County JVS - Springfield, OH, United States Course included Geometry, Press mechanical operation, compound,progressive, & transfer die operation and repair. Coil feed unit operations and repair both servo and air feed.

Course completion certificates, Management Honda of America - Marrysville, OH, United States

Five principles of problem solving.

Drafted action plans and led meetings with department executives to review project status and proposed changes.Brought production, press and die maintenance supervision together daily to go over the previous 24 hours production, downtime, or quality issues.Put together action plans and time lines with responsible personnel to oversee.

Delivered status reports to stakeholders for budgeting and planning purposes.

Collaborated with cross-functional teams to draft project schedules and plans.Monitored team progress and enforced deadlines.Served as the single point of contact for project scheduling and changes.

Developed new analytics tool to allow senior management to understand the impact of each project. This would justify purchasing new and improved equipment to eliminate downtime due to worn and outdated equipment.

Front line leadership.

Quality circle training

Effective management in the workplace.

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