PETER W. CARPENTER

**** ******** ***

St. Joseph, Michigan 49085

269-***-****

abhk7k@r.postjobfree.com

http://www.linkedin.com/in/petercarpenterengineering

Skilled manufacturing professional with record of accomplishments in

management and engineering positions in high volume automotive metal

fabrication/assembly and hardware industries.

Success in orchestrating Business Plan initiatives, implementing quality

improvement processes, and generating multi-million dollar cost reductions.

Background includes working in union and non-union facilities in large

divisions and small facilities with experiences in:

. All facets of manufacturing operations, including P & L management,

engineering, and quality.

. Toyota Production Systems/ Lean Manufacturing practices, as well as

systems to improve manufacturing operations as a data-driven leader

and strategic planner.

. Productivity, quality, and process optimization as well as product

development

. Recruiting, developing, and promoting talent throughout the

organization

EXPERIENCE

Whirlpool Corporation, Benton Harbor, MI

5/2010-present

World's largest appliance maker with $17B in sales and 64,000 employees

headquartered in Benton Harbor, MI

Global Lead Engineer - Materials Quality

. Responsible for materials quality across all product brands

. Casting, machining, assembly, and heat treating subject expert

supporting all Divisions, Purchasing, Engineering, and Supplier

Quality.

LECO Corporation, St. Joseph, MI

7/2009-5/2010

Privately held $300M company with 700 employees headquartered in St.

Joseph, MI operating in 3 business sectors: Technical Ceramics,

Organic/Inorganic Materials, and Separation Sciences. The global leader in

lab equipment.

Account Manager /Technical Sales - Ceramics

. Responsible for Ceramic crucible, ladle, and kiln furniture sales

accounts in the Midwestern United States

. New Sales acquisition in Ceramics and Lab Equipment.

Robert Bosch, LLC

1999 - 5/2009 Privately

held $70B company with 270,000 employees headquartered in Stuttgart,

Germany operating in 3 business sectors: Automotive, Industrial, and

Consumer Goods and Building Technologies. The global leader in several

business fields, including automotive components and power tools.

Manager of Product Engineering, Foundation Brakes South Bend IN, 3/08 -

5/09

. Led four-member engineering group responsible for $5+ million/year

post-start of production cost reductions, supporting plant operations,

purchasing and supplier quality.

. Member of Global Commodity Purchasing Team performing technical and

quality assessments.

. Provide expertise for various manufacturing processes with Cross

Functional Teams, utilizing

material design and cost knowledge as well as costing models and

benchmarking.

. Identified over $6 million in cost reduction projects with

implementation of $5.5 million.

. Product Development and Re-design responsibilities.

. Member of Corporate Recruiting Team.

Manager of Operations and Engineering, Disc Brake Manufacturing St. Joseph

MI, 1/04 -3/08

Strategic Planning/P & L Management

. Directed manufacturing operations, manufacturing engineering, Lean

manufacturing, quality and safety improvements for $500 million, UAW

manufacturer of brake calipers and components for automotive industry

including General Motors, Ford, and Daimler Chrysler.

. Directed 5 reports, 15 indirect salaried, 350 indirect hourly

associates, and $50 million budget in final assembly, sub assembly,

and machining processes.

. Oversaw three-shift manufacturing operation including six transfer

lines, twenty dials, and eight CNC machines. Oversaw two-shift

assembly and sub assembly department including nine caliper assembly

lines and ten brake shoe assembly lines.

. Capital acquisition, allocation, and planning.

. Serve as acting Division Manager in Vice President's absence.

. Management member of UAW contract negotiating team.

. Identified as High Potential (DG Group) candidate for future executive

position

Operational Effectiveness

. Reduced overtime 20%, scrap 10%, and increased productivity 33% by

implementing Total Production Maintenance program.

. Improved customer PPM 50% by launching continuous improvement

processes including 5S and Poka Yokes.

Plant Manager, Foundry 7/02-1/04

. Directed 6 reports, 16 indirect salaried, 175 indirect hourly, and $40

million budget.

. Directed foundry operations including P & L management, manufacturing

operations, engineering, maintenance, quality, and delivery, producing

400 ton per day ductile iron foundry manufacturing brake calipers,

anchor plates, and anchor brackets.

. Plan, budget, and control all costs associated with foundry operations

and engineering for core room, molding, melting, cleaning, and

maintenance.

. Capital acquisition, allocation, and planning.

. Instituted TPM and continuous improvement activities resulting in $3

million savings in one year.

. Improved customer quality by 20% and internal quality by 40% by

integrating 'team' concept with cross-functional salaried and hourly

groups.

. Coached foundry suppliers on productivity and quality improvements.

Machining Operations Manager, 4/01-7/02

. Directed 7 reports, 150 indirect reports, and $15 million budget in

machining of 'HydroBoost' gray iron housings and covers processes.

. Responsible for machining department daily production including 8 dial

machines and 14 CNC machines.

. Oversaw start up of 10 new CNC machines.

. Increased production efficiencies by 30% resulting in $1.5 million

first-year savings.

. Reduced scrap 50% and improved customer PPM.

. Served as acting HydroBoost Manager in department manager's absence.

Foundry Operations Manager, 7/00-4/01

. Directed 15 reports, 175 indirect reports, and $30 million budget for

core room, molding, melting, metallurgy lab, and cleaning room.

. Led daily operations of 400-ton/day captive ductile iron foundry

manufacturing brake calipers, anchor plates, and anchor brackets;

oversaw cupola and furnace reline projects.

. Improved productivity 20% on mold lines.

. Reduced internal scrap 50%.

. Reduced customer PPM (machine shop) 40%.

. Reduced operating costs $1 million.

. Served as acting Foundry Manager during department manager's absence.

Foundry Engineering Manager, 1/99-7/00

. Directed 9 reports (3 supervisors, 3 engineers, 3 lab technicians), 30

indirect reports, $500,000 budget in melting operation, metallurgy,

pattern shop, cupola melting operation, CMM layout, new programs,

metallurgy lab, and sand labs.

. Reduced manpower and improved melting efficiencies by 15%.

. Eliminated 'in-house' tensile testing that generated faster results

and improved quality.

. Reduce operating costs $1+ million for melting operations.

Klein Tools Inc., Jonesville MI 1996 - 1999

$50 million division that produces high-volume hand tools to skilled

trades, Lowes, and Home Depot.

Manager of Metallurgy and Heat Treating

. Directed 5 reports, 5 indirect reports, $5 million budget for heat

treating, assembly, injection molding, metal forming, and machining

heat treating operations and processes.

. Metallurgical Lab Manager.

. Investigating, recommending, and implementing operating capacity, cost

savings, and product improvement concepts.

. Preventive maintenance of equipment and upgrades relating to thermal

processes.

. Reduced operating costs in Heat Treat Department 30% in one year.

Grede Foundries Inc., Iron Mountain MI 1990 - 1996

$100 million commercial gray iron foundry manufacturing valve bodies,

manifolds, and transmission bodies for General Motors, Caterpillar, Cummins

Engine, and John Deere.

Quality Superintendent

. Directed 6 reports, 25 indirect reports and $1.5 million budget for

melting, molding, cleaning, coring, and Metallurgical lab processes.

. Reduced scrap 25% by leading scrap reduction committee.

. Reduced PPM from 5,000 to 500 as customer liaison for Caterpillar and

John Deere.

. Team leader for problem solving and technical support.

. Coordinated with customers on new product launches and quality

improvements.

. Reduced cost $100,000 by developing alloying program.

Lindberg Heat Treating Corporation, Lansing MI 1985 - 1990

Commercial, UAW membership, Heat Treater (largest in U.S.) with $60 million

(divisional) sales.

Plant Metallurgist / Quality Control Manager

. Directed 4 reports in Metallurgical Lab and $100,000 budget for heat

treating processes including annealing, normalizing, nitriding,

carburizing, and hardening.

. Product and process development

. Championed QS-9000 certification by leading quality team.

. Team Leader for engineering and maintenance process improvements.

. Fill-in production scheduler to learn logistics role.

. Managed operations as back-up supervisor.

. Improved efficiencies 25% by leading quality and rework teams.

EDUCATION

Bachelor of Science, Metallurgical Engineering, Michigan Technological

University, Houghton MI 1985

Masters Degree in Business Management, Aquinas

College, Grand Rapids MI 1988

PROFESSIONAL DEVELOPMENT

Bosch-Carnegie School of Management/Manager Development Program

LECO Laboratory Training

Toyota Production System ( Lean )

Financial Statement Analysis

Kennametal University Comprehensive Application Engineering

GD & T Fundamentals

Total Productive Maintenance (TPM)

AFFILIATIONS

American Foundrymen's Society

Iron Casting Research Institute

American Society for Metals

North American Die Casters Association

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