Manager Manufacturing

Steven P Wolfe

**** ** *****

Portland Oregon, **220

Phone: 661-***-**** email: ******.*******@*****.***

Manufacturing Operations Executive

Results producing management career spanning 18+ years with 24 years

manufacturing experience, demonstrating year to year improvements in cost,

quality and delivery functions. Strong and decisive operations leader with

excellent analytical, organizational, team building and planning skills,

always maintaining uncompromising focus on high quality standards and

bottom line profit improvement. Unparalleled technical and communication

ability. World class manufacturing philosophy based on Lean Manufacturing

and Six Sigma. Verifiable strengths in designing, improving processes and

work procedures in support of Lean Continuous Improvement programs. Keen

instincts to quickly effect change and process improvement resulting in an

improved bottom line. Excellent interpersonal skills, able to collaborate

with all levels within any organization. Strong team-building, mentoring

and people development skills to ensure they reach their full potential.

Core knowledge and skill areas include:

P&L Management and Strategic Business Planning

Costing, Margin/Profit Improvement and ROI

Quality Assurance Management- ISO9000, AS9100 and API

Lean/Six Sigma Manufacturing Practices

Process Simplification and Redesign Using Kaizen Events and Other

Lean Principles

Safety Standards and OSHA Compliance

Facilities and Operations Revamping

Project Cycle Management

Operations Improvement

Major Capitol Expenditure Planning

Budgeting (Operating and Capitol)

Labor Utilization and Efficiency Improvement

Professional Experience

PPM Technologies LLC, Newberg, OR

2010-Present

Vice President of Global Operations

Senior global executive overseeing all manufacturing on three continents

(USA, Europe and Asia) of a turnaround company. PPM Technologies emerged

from bankruptcy in July of 2010 and I was hired in September of 2010 to

revitalize the manufacturing segment of the organization. The company was

profitable by the end of 2010 and had paid off 90% of all bankruptcy

expenses. My primary responsibilities, in addition to manufacturing and

assembly, are supply chain management, inventory, engineering, project

management, IT and quality. There are 6 managers reporting to me and 65

subordinates.

Selected Accomplishments:

. Cleared all past due orders within the first 3.5 months totaling

more than $3M in revenue

. Increased on time delivery on all new orders from 18% to 96% within

the first 3 months

. Tirelessly worked with vendors to rebuild broken relationships and

reinstitute terms

. Closed an underperforming Japanese office resulting in $900K of

annualized savings

. Created and redefined department processes and have begun

instituting lean and 5S

. Restructured the aftermarket department to reduce throughput from a

21 day average to a 4 day average increasing revenue in that area

from $450K per month to $625K per month

. Developed cross functional cost saving teams between engineering

and manufacturing that have enhanced product design and increased

manufacturability resulting in higher profits

Western Valve, Bakersfield, CA

2009 to 2010

Plant Manager

Senior executive reporting directly to the owner, responsible for all

manufacturing functions in a 50,000 square foot facility with 50 direct

reports including 3 managers and 2 leads. Directly responsible for

operations, planning, purchasing, machining, assembly, testing, paint and

shipping. Other responsibilities include:

Reviewing and enforcing production schedules during daily production

meetings; Budget planning and enforcement; Employee reviews, coaching and

empowerment; Metrics setting; Writing and approving processes, procedures

and work instructions; EHS leader and advocate; Initiator of Lean

principles, 5S and visual factory.

Selected Accomplishments:

. Partnered with the Quality Manager and reduced scrap from 5.5% to

under 1% using training, accountability and employee recognition

initiatives

. Reduced cycle times in the milling department by over 50% on 80%

of repeat jobs

. Increased production and reduced tooling costs by upgrading

tooling and training employees

. Created an Operational Excellence model that mapped out critical

processes and created work instructions for all floor processes

. Increased first pass yield in final assembly testing by initiating

a pre-test program

. Reconfigured the tool crib, reducing it from a two man operation

down to one

. Developed and set metrics in all departments as a baseline for

future improvements and employee accountability

Owens Machine, Lewisville TX

2008 to

2009

Production Manager

Senior Operating Manager responsible for the performance of the

manufacturing facilities for an aerospace company that experienced rapid

growth, going from $750K in annual revenues to revenues of $6 million.

Charged with driving the organization to become a low cost producer.

Established performance indicators, operating goals, realignment

initiatives, productivity improvements and cost reduction programs that

consistently improved product output, product quality and customer

satisfaction.

Selected Accomplishments:

. Increased on time delivery from 58% to 92% in 10 months

. Saved 35% of monthly operating costs by reducing fixed spending

and variable overhead spending through effective utilization of

operating resources and cost improvement initiatives

. Started the Owens University to better train employees in the

subjects of quality, safety, tool management and failure mode

analysis, 5S+1 principles and programming

. Cut overtime from 32% of overall payroll to 4%, increasing labor

absorption from 58% to 94%

. Reduced the number of vendors by 28%, renegotiated

price/quality/delivery guarantees with the remaining vendors and

implemented a JIT integrated supply process that cut raw material

inventory

. Leading the ISO9001/AS9100 certification process

Tyco Valves and Controls, Reno

Nevada

2004 to 2008

Machine Shop Manager promoted to Manufacturing/Production Manager

Senior level manager responsible for all shop floor and manufacturing

functions for an international valve company. Led 5 supervisors, 8 leads

and 120 shop floor associates. Had complete budgetary responsibility for

machining, fabrication, assembly, rubber, maintenance and manufacturing

engineering. Set performance metrics for all departments. Set monthly

shipping projections. Translated long-term strategic objectives into short-

term manufacturing strategies. Led weekly meetings with the plant manager,

materials manager, engineering manager and controller to cover key areas

including P&L goal attainment, variance analysis and staffing. Senior

member of executive safety committee.

Selected Accomplishments:

. Part of the management team that took a plant on the brink of

closure with $22M in annual sales to $80M in annual sales.

Accomplished this with no increase in capacity and a reduction in

personnel

. Record sales year in 2006 that also saw EBITDA and safety metrics

surpassed

. Led a lean initiative that transformed the plant from batch

manufacturing to single piece flow. This was accomplished through

multiple Kaizen events, plant reconfiguration, cellular

manufacturing, and use of SMED principles

. Created an Operational Excellence model that detailed best

practices for critical processes and formed/trained technology

teams to implement the best practices

. Implemented a plant wide 5S program that encompassed sales,

engineering, purchasing, manufacturing floor, assembly,

maintenance, rubber, packing and shipping

. Executed an internal change from a company ran tool crib to

integrated supplier, reducing overhead, owned inventory and

accounts payable on perishable goods

P&R Manufacturing Company, Viola Illinois

1996 to 2004

Lead CNC Machinist Promoted to Production Manager

Accountable for manufacturing, capital equipment justification, process

improvements, cycle time reductions, costing, scheduling, risk initiatives,

distribution, warehousing, procurement, finance and HR. Was responsible for

programming of Mazak, Okuma, Hyundai, Cincinnati and Tree, CNC lathes and

mills. Full responsibility for all tooling and supply chain purchases.

Managed 50 employees in a contract manufacturing facility with annual

revenues of $20M+

Selected Accomplishments:

. Delivered strong and sustainable operating gains: increased

customer fill rate by 18%; improved operating performance by

20%; reduced operating waste by 15% and reduced inventory by

establishing a KanBan system for stock items

. Implemented and managed a master scheduling system for contract

jobs and stock items

. Through capitalizing on its limited resources and continually

improving efficiency and productivity, company remained profitable

even in economic downturns. Involved in all aspects of business

and responded quickly with innovative products and services

EDUCATION AND RELEVANT COURSES

Illinois Wesleyan University-Chemistry/Pre-Med * Attending University of

Phoenix- Bachelors Degree in Business Management * Six Sigma Greenbelt

Certification - 80 hours * Management Leadership Course * Trust and

Leadership Workshop * Team Building for Success Course * Mazak Programming

Class * Geometric Dimensioning and Tolerancing * Iscar, Kennametal &

Seco/Carboloy Tooling Courses * Currently Working Towards APICS/CPIM

Certification * Proficient in Excel, Word, Powerpoint, Outlook, Visio,

Lotus, Kronos and several MRP/ERP and Shop Control Software Systems

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