Quality Assurance Manager

DONALD L. WEAVER

*** *. *** **

Elkhorn, NE *****

Phone: 402-***-**** **********@*****.***

The information presented encompasses fifteen plus years of progressive manufacturing plant and

operations management focusing on profit and loss accountability, supply chain management, materials

management, engineering, human resources and quality assurance. This experience was gained in

machining, cold-forming, and assembly operations in union and non-union plants from 150 to 300

employees.

EDUCATION

MBA, University of Wisconsin, Whitewater (3.5/4.0 GPA)

BS in Industrial Management, Youngstown State University (3.7/4.0 GPA)

Training / Processes – Lean Manufacturing, Six Sigma, Kaizen, Theory of Constraints, JIT, Kanban

Supply Chain Management, Strategic Planning, SOP, QS9000, TS16949, ISO14001, Dale Carnegie. Cold

heading, CNC machining, milling, roll threading, heat treatment, welding, plating, assembly,

warehousing, logistics and distribution.

EXPERIENCE

THE OILGEAR COMPANY, Fremont, Nebraska

A privately held, vertically integrated manufacturer of hydraulic pumps in global markets.

Plant Manager 2008 - 2011

Responsibilities: Direct P&L responsibility for the facility with additional management responsibilities

including machining, assembly, materials, supply chain, quality assurance, manufacturing engineering,

human resources, and Lean initiatives.

Accomplishments:

• 22.7% Gross Profit Improvement

• 200% Free Cash Flow Improvement (cash positive during 2009-2010)

• 277% Inventory Turn Improvement - 1.75 turns to 6.6 turns

• 16.3% Productivity Improvement

• 25.8% Cost of Quality Improvement

ROCKFORD PRODUCTS CORPORATION, Rockford, IL 1993-2007

An ESOP producer of cold formed, CNC machined components for the automotive and other industries.

Director of Corporate Operations and Materials 2006-2007

Responsibilities: Managed the manufacturing and strategic supply chain operations in a 750,000 sq. ft.

plant with 300 associates running 24/7 with sales of $75MM including manufacturing in China and

Mexico. Departmental accountability included production and inventory control, purchasing,

warehousing, logistics, inside sales and manufacturing operations.

Accomplishments:

• $3.2MM – 10.4% savings – Annual cost savings on steel purchases

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• $2.0MM – 60% savings – Finished goods inventory reduction

• $2.0MM – 30% savings – WIP inventory reduction

• $1.0MM – 50% savings – Raw material inventory savings

Director of Operations 2004-2006

Responsibilities: Operations responsibilities for manufacturing, production and inventory control,

warehousing, logistics, inside sales, manufacturing engineering, product engineering, quality assurance,

Lean Initiatives and Six Sigma reporting to the Executive Vice President/Division President.

Accomplishments:

• $1.1MM savings – Lean Initiative, cellular/Kanban manufacturing

• $0.4MM savings – Lean Initiative, setup reduction/scheduling effectiveness

• $0.4MM savings – Premium freight reduction

• $0.1MM savings – Machine tooling cost reduction, Six Sigma project

• 99.2% inventory accuracy resulting in the elimination of physical inventories

• 80% on time customer delivery improved to 97%

• 75% lead time reduction in raw material steel – Roll and Hold program

Director of Quality Assurance 2003 - 2004

Director of Materials Management 1998 - 2002

General Manager 1995 - 1997 (position eliminated due to reorganization)

Director of Manufacturing 1993 - 1994

APPLIED POWER INCORPORATED, Milwaukee, WI 1983-1993

Plant Manager, Power-Packer Division – Westfield, WI 1988-1993

Responsibilities: P&L responsibilities for a $25MM plant with 150 employees and 125,000 sq. ft.; a

major profit center of an international division based in the Netherlands. Related responsibilities included

human resources, quality assurance, plant accounting, production and inventory control, purchasing,

logistics, maintenance and manufacturing including assembly, welding, machining and painting. This

position reported to the Divisional Vice President.

Accomplishments:

• $5.5MM – Annual profit improvement on sales of $25MM

• $3.3MM – Inventory reduction;, turns from 1 to 6

• $1.3MM – Cost of Quality improvement

• $1.2MM – Productivity improvement; cellular manufacturing

• 99% - On time customer delivery; 41% improvement from 70%

• 43% - Supplier on time delivery improvement from 68% to 97%

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• 29% - Supplier quality improvement from 76% to 98%

• Implementation of functional and cross functional operations teams

• Ford Q-1 registration

Acting Plant Manager, Power-Packer Division – Westfield, WI 1987-1988

Responsibilities: Dual, inter-divisional responsibilities of Plant Manager for the Power-Packer plant in

Westfield, WI and Manager, Production Control for the ENERPAC plant in Columbus, WI.

Accomplishments:

• Stabilize and systematize the production planning and operations functions at the Power-Packer

operation

Manager, Production Control, ENERPAC Division 1983-1987

Responsibilities: This position was responsible for production planning and inventory control including

master scheduling, production planning, warehouse and distribution management in addition to plant IT

functions.

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