Manager Human Resources
Resume:
William K. Miller
*** ****** *****, ******* **, *5342
abih1s@r.postjobfree.com
JOB OBJECTIVE:
To “Manage” and “Lead” a manufacturing operation to higher productivity and customer satisfaction
levels.
SUMMARY:
A professional manager with vast experience in process oriented manufacturing.
A multi-disciplined manager with complete responsibility and accountability for multiple
facilities, which included: manufacturing operations, maintenance, warehousing safety, quality
control, operational human resources, purchasing of raw materials, commodity goods, capital
projects, budgets and operational P & L.
A teacher and coach to subordinates. Improving individual and group performance by listening,
seeking input and ideas, developing performance goals, measuring results, and developing
effective relationships.
PROFESSIONAL EXPERIENCE:
Manufacturing Consulting (Part Time) 2010 – Present
- Teach, coordinate and institute “Lean Manufacturing” principals and techniques.
- 5S (sort, set, shine, standardize and sustain), “Best Practices” (standard operating procedures)
and “Visual Manufacturing” (posting of key metrics and results on plant floor).
Precision Marshall Steel Co., Washington, PA 1991 – Nov 2008 Manager of Operations
Left because of Company Re-structure
Company Overview: Precision Marshall is a source for Deluxe Tool Steel and Alloy Plates, Ground
Flat Stock and Drill Rod. The manufacturing plant is in Washington PA and the distribution center in
Chicago IL.
Managed and Lead the operations and the support disciplines of a manufacturing plant of 75
direct reports.
Managed maintenance department and activities which included: running repairs, project work,
and preventative maintenance programs.
Chaired the joint Safety Committee which included: accident investigations, safety inspections,
and the development of modified and light duty programs. Attended OSHA seminars to keep
abreast of new and existing regulations.
- Developed a “Quality and Inspection Manual” for incoming material, in-process inspection,
holding area for non-conforming material, calibration and testing of measuring tools and final
inspection. Audit of manual occurred twice a year.
Developed and maintained operational budget. Monthly written analysis reports of actual versus
forecasted spending were submitted with any required corrective actions to keep costs inline
with production requirements.
Recommended and submitted operational Capital Projects. Sole responsibility for instituting
and coordinating approved projects.
- Improved performance of salary staff by coaching them, yearly performance reviews, and
providing them quarterly continuous improvement projects.
- Lead continuous improvement efforts with hourly workers by Work Cell / Team Meetings,
Kanban Teams, and instituting Lean techniques’ and principals. Results were lower
manufacturing costs, improved product quality and higher customer satisfaction rates.
o Restructured manufacturing plant from single purpose jobs to Work cells and Teams.
Increased employee flexibility with less overall labor hours resulted in cost reductions.
o Taught and instituted the modern Toyota Lean Technique - “5S” (sort, set, shine,
standardize, sustain) plant wide.
o Instituted the “Lean” principals of “Best Practices” and “Visual Manufacturing”
throughout the manufacturing plant.
o Developed minimum production requirements for each machine group, measured
individual productivity, and provided employees performance feedback.
Analyzed material requirements, certified mill suppliers, and purchased raw materials.
Yearly expenditures ranged between $11M to $13M.
Responsible for offsite National Distribution Center for nine years with accountability that
included: supervision and coordination of warehouse storage; distribution and supervision of
employees of the United Aerospace and Machinist Union; and a position on the company’s
negotiation team for 3 labor agreements.
Responsible for operational human resources, including: hiring of new personnel, discipline,
answering grievances, and development and revisions to the general work rules. Proposed new
contract language for 5 labor agreements at manufacturing plant in Washington, PA.
Cyclops Industries: Specialty Steel Division, Titusville, PA 1984 – 1991
Production Manager: Bar Products
Company Overview: Cyclops (or Cytemp) Specialty Steel is a producer of semi-finished and finished
specialty steel products.
- Management responsibility of 225 union workforce and a management group of fifteen (15)
supervisors. Responsibility included; rolling, annealing, straightening, grinding, inspection and
shipping.
Developed a master schedule with Production Planning, which reduced unit costs by batch
scheduling of “like runs”, while also improving delivery performance.
US Steel National, Duquesne, PA 1980 -1984 (left due to plant closure)
Management Trainee and Front Line Foreman
Front line Foreman responsibilities in:
o Bar Conditioning
o Bar Shipping
o Blooming Mill Shipping
o 21” Bar Mill
EDUCATION:
Bachelor of Science, Business Administration and Economics
Slippery Rock University
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