Manager Manufacturing
Resume:
Mark W. Hildebrant
**** ****** **** ***** . *******, MI 49423 . H: 616-***-**** . C: (513)
***-**** . abl0yh@r.postjobfree.com
Executive profile
Highly accomplished manufacturing and operations executive with expertise
in all aspects of operations management, P&L, manufacturing, product
development, and engineering. Distinguished performance and leadership of
national and international manufacturing operations, including a $32M
global business.
Experience revitalizing existing operations, restructuring and integrating
plants, developing new opportunities, and spearheading expansion
initiatives with overall accountability for strategic planning, financial
performance, quality, engineering, and business growth efforts.
Skilled in development of key alliances and execution of goal-driven
strategies to enhance quality, productivity, and revenue. Interface
extensively across all business levels (executive and shop). Ability to
balance customer needs and operations to deliver business objectives and
bottom-line performance.
? Project Management ? Leadership Training & Development ? Cost-
Reduction Improvements
? Engr. / Mfg. Management ? Continuous Business Improvement ?
Quality Control & Inspection
? Global Market Expansion ? Client Relationship Management ?
Contract Negotiations
? Consolidation Management ? Product Research & Development ? Plant
& Product Rationalization
? Creative Problem Solving ? New Process Implementation ? Patent
& Contract Law
PROFESSIONAL EXPERIENCE
Land Development Business, Holland, MI, 2004-present
Independent land development consulting business for residential and
commercial properties.
Land Development Consultant
Quickly mastered new industry and established formal business practices and
operations processes. Oversaw subdivision of land for residential and
commercial development; collaborated with civil engineers, surveyors,
realtors, and local politicians and government; hired contractors. Analyzed
market conditions, determined development specifications, maintained
parameters of local codes, and obtained government approval. Challenged to
grow sales, develop opportunities, and drive profitable growth in downward
spiraling market.
Demonstrated entrepreneurial vision and drive, successfully selling up to
$2M annually ($1.3M average) for three consecutive years.
Obtained sub-division approvals on 72 acres and closed at the highest per-
acre price in the area, yielding a 7-fold profit increase against
expenditures; improved value of properties 10% on average.
Successfully annexed 200 acres of property with pre-annexation agreement
for critical sewage access.
Veolia Environmental/US Filter/JWI Inc., Holland, MI, 1992-2004
Capital equipment producer of filter presses, belt presses, centrifuges,
mixers, and industrial dryers; $32M annual revenue; 145 employees.
Vice President-General Manager (2001-2004)
Senior operating executive responsible for the performance of the Holland
division including P&L, business growth, product rationalization,
consolidation of acquired companies, and product line expansion. Challenged
to maintain gross margins and grow business despite mature product line and
slow market. Implemented manufacturing-improvement strategies to capture
cost reductions and deliver revenue gains.
Led corporate team in driving forward sales growth initiatives that
resulted in a $6.2M order in 27 days- negotiated international product
license agreements to expand product lines; contracted marketing expert;
transferred manufacturing to the US for additional cost savings.
Increased sales 15% and margins $1.2M within two years despite market
challenges and mature product line through cost-reduction proposal efforts.
Vice President-Manufacturing (1992-2001)
Directed manufacturing group operations to include manufacturing,
purchasing, market expansion, business development, production control,
safety, training, and regulatory affairs. Accountable for $17M budget, P&L,
and 85 employees. Delivered multiple road show presentations on the cost
reduction proposal and material requirement planning (MRP) system. Drove
continuous process improvement initiatives.
Improved declining margins on main product 15-25% by driving major design
changes to the product.
Optimized product expansion efforts by securing large project order with
Prince Machine that enabled the acquisition of a new plant and equipment.
Mark W. Hildebrant C: 513-***-**** ? Page two
Prince Machine Corp., Holland, MI, 1988-1992
Capital equipment manufacturer of die casting machines, trim presses, and
related robots for aluminum, zinc, and magnesium casters; $25M annual
revenue; 120 employees.
Manager-Manufacturing (1990-1992)
Directed machine shop, assembly, manufacturing engineering, electronics
assembly, and inspection departments. Full P&L accountability for $6M
budget. Scope encompassed management of all manufacturing processes, long
range planning, improvement strategies, cost analysis, equipment pricing,
quality control, customer delivery commitments, and delivery/machinery
maintenance. Coordinated communication between parent company (Prince
Automotive) and internal sales and human resources divisions.
Cut labor costs, reduced wait time, and improved gross margins 4-6% by
reorganizing plant layout.
Improved margins 10% and reduced manufacturing cost as a result of
redesigning machines to preassemble major components and run lots;
configured equipment to MRP system.
Increased employee morale by instituting pay-for-knowledge system that also
expanded workforce flexibility through cross training at different skill
levels.
Manager-Project Management (1988-1990)
Challenged to develop on-time delivery project management system, complete
with generic product plans and master plan for business equipment; ensured
compatibility with the MRP system.
Improved throughput 40%+ from 13 to 9 weeks average without using
additional plant space or equipment and enhanced customer satisfaction
through successful creation of a fully compatible, efficient on-time
deliver project management system.
General Electric/Aircraft Engine Division, Evendale, OH, 1985-1988
Top supplier of aircraft engines in the world for commercial aircrafts.
Manager-Component Improvement Program and Engineering Proposals
Fast-track promoted twice through "high potential" program taking on
increasing responsibilities to support program growth; managed two
additional proposal programs on four engine programs with a $30M budget.
Directed the activities of Component Improvement Program and Engineering
Change Proposal units, supervising eight engineers and seven non-technical
employees. Completed multiple engineering proposals/change proposals.
Served as the F110-100 engineering representative to the Task Force for
Early Implementation of IPE Components and the Lube System Task Force.
Key contributor to the establishment of the F110 engineering proposal unit;
developed the unit as the engine program expanded and matured. Served as
the manufacturing program control manager with oversight of engine
shipments and supervisory authority of the unit.
Cincinnati Gear Company, Fairfax, OH, 1975-1985
Custom manufacturer of precision gears and gearboxes; $14M annual revenue;
150 employees.
Manager-Manufacturing
Promoted four times based on superior reviews from Engineering, Program
Management and Production Control to managing the integration efforts
following acquisition and consolidation of plant in New Jersey that enabled
market expansion.
Set up manufacturing engineering department that resulted in 41% reduction
in scrap.
Save $600K annually by negotiating new union contract.
Implemented new shop floor control system that boosted delivery commitments
20%.
Established company credibility with the US Navy by redesigning profile and
leading corrections on US Navy PHM-1 gears that increased mean time between
failures from 40 hours to 10,000 hours as Engineer.
Education
Master of Business Administration (MBA) studies (50%), University of
Cincinnati, OH
Bachelor of Science (BS)-Mechanical Engineering, University of Cincinnati,
OH
Contact this candidate