RAY STARAL

***** ****** **** **.

Marcellus, Michigan 49067

home 269-***-****

wireless 269-***-****

abl71p@r.postjobfree.com

Summery of Experience

Technical Professional with over 25 years of industrial quality and customer service

experience. Extensive background in metallurgy, foundry operations, problem analysis and

resolution, laboratory testing, supervision, training, forecasting, cost reduction,

implementing change, productive development and building relationships.

Education: BS Degree, Metallurgical Engineering, University of Wisconsin Madison,

Wisconsin, 1981

2008 to Huron Castings Inc., Pigeon, Michigan

2009 Privately held steel casting foundry and machine shop.

Quality Assurance Manager: Responsible to President for managing foundry

Quality Department. Directed QA staff in responding to customer quality issues

with new and existing work. Managed new job sampling and PPAP submission

including layouts and FMEA. Worked with QA group to maintain ISO 9000

certification.

Reduced defective casting rejects at Parker-Mauston by developing an agreement

on defects and improvements in tooling. Result: Reject casting costs were

lowered from $6,700 to $1200 per month.

Implemented certified inspection plan to eliminate defective castings shipped

to CAT Joliet plant. Result: One month after start zero defective castings

shipped to CAT

Championed Six Sigma project to reduce alloy addition in steel melt. Team

developed and instituted new method to segregate casting risers and scrap.

Result: Lowered cost of alloying steel melt by estimated 10%.

2004 to Metal Technologies Inc., Auburn Indiana

2008 A $600 million international foundry group.

Customer Quality Liaison Engineer: Responsible to Vice President of Quality

for providing direct service to customers. Scheduled regular visits to base in

Midwest and southern United States, resolving customer quality issues.

Identified, inspected, coordinated quality activities. Collaborated with

customer cross functional teams and developed Action Plans with MTI quality

personnel.

Developed plans to lower Kenova Industries defective castings by tracking ppm

scrap by part number, motivating foundry group to reduce scrap, and developing

plan to track progress. Result: Achieved scrap reduction of 45%.

Resolved Bosch quality issues by inspecting /sorting castings and directed

sorts by contract service. Result: Reduced costs of sort by 50% over 2 years

and devised system with foundry teams for customer feedback.

Inspected machined castings at customer plant and mapped production date, mold

cavity and defect type. Result: Avoided cost of returning castings by 70%.

Made weekly visits to American Axle and issued return authorizations for

accumulated scrap. Result: Provided foundry quality and accounting with

accurate scrap casting count to insure lower cost of credit to customer.

Built relationship with EPC operations and quality people and convinced

customer to reblast rusty castings. Result: Reduced returns by 3500 castings.

2002 to Grede Foundries, Inc. - Milwaukee Steel, Milwaukee, Wisconsin

2003 A division of the $600 million ferrous foundry group with headquarters in

Wauwatosa, Wisconsin

Foundry Operations Supervisor: Responsible to Area Manger for shift

supervision of hourly employees in core room and molding/pouring areas during

shut down of foundry.

Developed procedures to treat and pour ductile iron at steel facility and

evaluated quality during transition. Result: Assisted launch of iron product

line utilizing foundry capacity.

Supervised core room / pour deck operations and trained operations personal in

safe methods. Result: Insured continued operation of foundry during closing

of plant.

2000 to Badger Mining, Berlin, Wisconsin

2002 A privately held supplier of sand to foundry and oil drilling industries.

Technical Foundry Sand Salesman: Responsible to Sales Manager for maintaining

corporate sales accounts in southeastern Wisconsin.

Maintained business relationship with customers by establishing monthly visits

to customer's plants and provided customer feedback through written customer

reports. Result: Resolved issues regarding delivery and quality of products.

Negotiated and quoted pricing. Result: Instituted 25% price increase to

customers over three years and presented fuel surcharge requirements.

2000 Prospect Foundry, Minneapolis, Minnesota

A gray and ductile iron division of Atchison Foundry Group.

Plant Metallurgist: Responsible to President for technical testing and lab

management.

Introduced new iron melt and treatment charge mix, researched alternate charge

materials, and developed plan for material trials. Result: Saved $200,000 in

cost of iron charge material.

Directed weekly management scrap reduction meeting and analyzed daily casting

scrap. Identified high scrap jobs and developed plan to improve specific

casting process.

Result: Reduced internal foundry scrap by up to 50 % on specific jobs.

1996 to Grede Foundries, St Cloud, Minnesota

2000 A ductile iron foundry division of the group based in Wauwatosa, Wisconsin.

Technical Director: Responsible to Vice President of Operations for technical

and metallurgical processes, testing operations, and laboratories.

Evaluated new casting jobs for specific iron specifications. Analyzed and

developed price for job specific iron alloy and identified testing costs.

Result: Developed accurate casting production costs and improved operational

margins.

Analyzed castings to identify defect type. Implemented plan to eliminate

defect and lower foundry scrap. Result: Reduced plant scrap costs by 25%.

Collaborated in design and startup of new foundry mold line, operation of green

sand system, and developed automated iron pouring parameters. Visited European

suppliers of equipment for evaluation to purchase. Result: Managed efficient

start up of new mold line on time.

Developed new iron melt charge mix Result: Lowered cost of charge mix and melt

operation.

1986 to Quality Engineer, Plant Metallurgist, Process Engineer (Reedsburg Facility):

1996 Responsible to Technical Director for management of foundry lab facility with

staff of 12.

Developed foundry process control charts, trained operators in statistical

process control and implemented statistical charts on production floor. Result:

Improved control of green sand system by reducing variations.

Led foundry employee team to improve cupola iron melt operation. Result:

Increased efficiency and lowered cost of melt operation.

Analyzed in house castings for out of spec product. Managed employees in

testing and sorted product for out of spec condition. Directed outside salvage

heat treat of castings. Result: Delivered cost savings due to recovering out

of spec product.

1981 to Bethlehem Steel, Burns Harbor, Indiana

1985 Held positions as Management Trainee, Supervisor, and Process Engineer.

Publicatio Cost Effective Iron Inoculation: Four Foundries Perspectives, Modern Casting

ns: V88N2, 1998.

Silicon Recovery, Silicon Charged, Silicon Oxidation, and Slag Silica Analysis

in Acid Cupola

Melting, Transactions of the American Foundry Society V 104, 1996.

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