Charles C. Consalvo

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

Washingtonville, NY 10992

845-***-****

abl5om@r.postjobfree.com

Summary

Manager with 25 years experience implementing Lean Production methods and standards. Able

to quickly build teams and work successfully across traditional functional boundaries.

Establishes clear goals and pathways to those goals. Excellent communication, analysis, and

management skills.

Employment History

Spence Engineering Company, Inc., Walden, New York (1999 – Present)

Spence Engineering Company Manufactures Control valves, Regulating valves, Safety Relief

Valves and other accessories for HVAC and Industrial markets. It designs and manufactures its

products at the Walden, NY site as well as other non-company locations around the world.

Kaizen Promotion Manager (Lean Manufacturing)

• Reporting directly to the General Manager, and as part of the Leadership team,

implemented Lean manufacturing at Spence Engineering Company. Drove

continuous improvement at all functions through Spence. Implemented 5S, value-

stream mapping, Cell manufacturing, one piece flow, a path for every part, as a basis

for Lean implementation. Through implementation, we reduced the number of in-

house transactions by 50%, reduced Lead-time through the factory by 33%, and

enhanced quality (reduced scrap) by 10%. In addition, through our Lean

implementation we extended our processes back into our major suppliers further

reducing cumulative lead-time and increasing inventory turns.

• Manage and Train all Employees in Lean manufacturing Concepts and processes.

Created materials, set course structure and syllabus, and trained 140 office and

manufacturing employees in Lean manufacturing.

• Responsible for all Kaizen Events at the plant. With the management team, identified

the key Kaizen Events in alignment with Company’s Lean goals. Led all Kaizen

events, Managed Scope of each event and insured completion. Tracked and

followed-up on all 30-day homework and insured new processes were maintained.

• Developed New Matrix for increased production output (SQDC Boards). Built a

daily management process around SQDC, and used that process to identify areas for

Continuous Improvement. Followed-up on all opportunities for improvement with

targeted programs and/or teams.

• Implemented Cellular manufacturing with dedicated equipment for increased speed

and throughput. Highlighted Standard work processes within each cell that

highlights variation and illustrates opportunity for improvement. Through standard

work, we have been able to increase the level of cross-training in the facility as well.

Assembly Supervisor

• Responsible for meeting customer requirements. Set all daily schedules for

manufacturing and coordinated with production control and planning. Increased on-

time delivery up by 12%. Implemented cross-training program within the assembly

department allowing Spence to better adjust to changing Customer Demand.

• Created Process Improvements to reduce costs. Linked certain products together that

used similar parts to create less “walk” time. Increased margins by 15%.

• Improved work environment. Identified required tooling and fixtures for ease of

product assembly. Changed work area layout for better ergonomics and safety.

• Developed a team approach and working environment. Led through doing and

offered help and instruction to the assembly team. Created repeatable processes

based on team input and problem-solving. Created team-ownership of processes and

results.

Component Remanufacturing Specialists, Mahwah, New Jersey (1983 – 1999)

CRS was an automotive parts re-manufacturer specializing in transmissions, steering,

differentials, and other major components.

Production Manager (1992- 1999)

• Promoted to Production Manager in 7 years after gaining experience in all areas of

production. Achieved full hands-on competency in automotive component

remanufacturing and dynamometer testing.

• Full plant management of all remanufacturing and production functions.

• Supervised and trained all 325 production employees using lead people.

Responsible for hiring and firing.

• Prepared budgets for all departments and monitored production

efficiency.

• Purchased equipment and supplies. Assessed inventory requirements and

monitored inventory levels.

• Communicated with customers to assist in problem solving, product

delivery, and warranty issues.

• Responsible for increased production rate by 30% in assembly areas by

introducing special tooling and simplified product maneuverability.

• Increased production by 15% in packaging area.

• Increased production by 10% in dynamometer area by the addition of

specialized tooling and processes.

• Improved work environment by introducing Safety training courses for

employees and providing better product information.

• Responsible for maintaining QS 9001 certification.

Continuous Improvement Manager (1988 – 1992)

• Developed process improvements to reduce labor costs and monitored

implementation.

• Summarized customer feedback and reported on follow- through actions.

• Assisted department heads in developing and implementing corrective

action.

• Reviewed monthly usage reports and implemented reduction procedures.

• Identified and submitted recommendations for implementation of new

technology.

Foreman (1986 – 1988)

• Worked under production manager to fulfill customer requirements.

• Maintained tools and equipment for all departments.

• Developed production schedule with direct reports (Lead people).

• Developed QS documentation.

Lead Person (1985-1986)

• Worked under Foreman to maintain product flow.

• Supervised 12 assemblers to meet requirements of production schedule.

• Responsible for assemblers’ working and maintaining ISO process.

Assembler (1984-1985)

Disassembler (1983-1984)

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