Manager Plant
Resume:
Timothy J. Harrmann
Silvis, Illinois 61282 *********@***.***
Cell: 309-***-****
Resourceful, energetic, team and results-oriented manager with a high
degree of personal integrity
and a strong work ethic offering problem solving skills to a growing team
RESULTS ACHIEVED
. Increase of Radio Value Stream percent profit of over 80 percent and
capacity greater than 50 percent (2009 CTDI).
. Reduced affected area scrap by over 65 percent, reduced turnover by 80
percent and increased overall productivity by up to 33 percent (2008
Uniparts Olsen Inc.).
. Supplier quality award from the Raymond Corporation, a division of
Toyota (2008 Uniparts Olsen Inc.).
. Reduction of customer backlog (2006 Hansaloy Corporation).
. Most Improved Customer Satisfaction - CPM Rate (2002, 2003) (HON
Company).
. Best Performance Productivity - VGP/Member Hour (2003, 2004) (HON
Company).
. Best Performance Delivery - Customer COT (2003, 2004) (HON Company).
. Best Performance Total Overall Plant Performance (2002-2004) (HON
Company).
. President's Eagle Award for Quality - Best in Company (2004) (HON
Company).
. Iowa Recognition for Performance Excellence (Iowa Baldrige Award) -
Bronze Level (HON Company).
. President's Safety Award (1997, 1998) (Chamberlain Manufacturing
Corporation)
PROFESSIONAL EXPERIENCE
Communication Test Design, Inc. (CTDI)
2009 - 2010
(Provider of electronic system repair and logistics services)
Manager, Lean Process Engineering
Led transformation of production system from traditional batch and queue to
lean using tools such as Value Stream Mapping and Kanban resulting in an
increase of Radio Value Stream capacity of greater than 50 percent within
the first three months of employment. Developed and presented training
modules to all employees in areas of Value Stream Mapping, Kaizen, Problem
Solving and Poka Yoke, Team Building, etc. to facilitate understanding and
acceptance of lean concepts. Provided training, guidance, and mentoring to
Value Stream Managers which assisted them on their lean management journey.
Uniparts Olsen Inc.
2007 - 2009
Manager, Quality & Continuous Improvement
Led introduction of the 5S program that reduced affected area scrap by over
65 percent, reduced turnover by 80 percent and increased overall
productivity by up to 33 percent. Instructed and led the production
management team in the A3 method of root cause analysis that improved the
training process resulting in substantial improvement in quality and
productivity. Sum of improvements resulted in a supplier quality award
from the Raymond Corporation, a division of Toyota.
Hansaloy Corporation, Davenport, Iowa
2006
Quality and Continuous Improvement Facilitator
Facilitated the development of a Kanban ordering/inventory system for steel
coils that resulted in a WIP reduction of more than 50 percent and
eliminated material outages and production downtime. Implemented and
personally directed JIT production scheduling that resulted in the
reduction of customer backlogs from more than 29,000 units to less than
4,000 units. Developed and implemented Quality Systems designed to
eliminate defects at the source, which is expected to reduce defects to the
customer by more than 90 percent. Provided training to all personnel in
lean manufacturing methodologies.
Xpac, Milan, Illinois
2005
Six-Sigma Black Belt
Through redesign of the painting process and the implementation of single-
unit packaging techniques, the unit realized a twenty percent increase in
overall efficiency. Provided training to all managerial personnel in
continuous improvement methodologies.
Timothy Harrmann, Page 2
PROFESSIONAL SUMMARY
A resourceful, energetic, team-oriented Manager with over 25 years of
diverse, progressive management experience. Experienced in
streamlining operations (Lean Manufacturing) to promote improved
productivity, safety and quality resulting in increased profitability.
Consistent success solving complex business problems.
The HON Company, Muscatine, Iowa
1989 - 2005
(A division of HNI Corporation; supplier of office solutions focused on mid-
price market.)
Rapid Continuous Improvement Coordinator,
2002 - February 2005
In managing RCI Department; generated, planned, promoted and
implemented Lean Manufacturing techniques relating to the operations
of the HON Geneva Plant, a manufacturer of office seating with
manufacturing capacities of over 2,000,000 office chairs/year with
$200 Million sales in a 200,000 square foot facility employing
approximately 400 members. Planned and consulted with RCI improvement
teams that have improved manufacturing processes and flow resulting in
the redeployment of 19 production members, reduction of more than
$20,000.00 in part inventories, and annualized cost reductions in
excess of $1,500,000.00. Planned, promoted and implemented Kanban
inventory control system that reduced storage floor space by 25,000
square feet, allowing for the introduction of a new assembly division.
Developed a parts delivery system that utilized trains to supply
assembly work cells with hourly deliveries for assembly. This system
reduced production downtime by 60 percent, increased available floor
space by 10 percent and redeployed six members to assembly from
material handling in the initial implementation. Trained as an
auditor in the Shingo Award criteria and Baldrige Award criteria as a
member of the Iowa Board of Examiners for the Iowa Recognition of
Performance Excellence (IRPE) Award.
ADDITIONAL EXPERIENCE
Rapid Continuous Improvement/Environmental Engineer, 1998 - 2002 (HON
Geneva Plant)
Safety & Environmental Manager, 1997 - 1998 (HON Geneva Plant)
Rapid Continuous Improvement Engineer, 1996 -1997 (HON Systems Furniture
Plant)
Safety & Environmental Manager, 1989 - 1996 (HON Systems Furniture Plant)
Safety & Health Manager, 1985 - 1989 (Chamberlain Manufacturing
Corporation)
Loss Control Supervisor, 1983 - 1984 (Square D Corporation)
Occupational Safety Analyst, 1979 - 1983 (John Deere)
EDUCATION
MBA - Western Illinois University
B. S. Occupational Safety/Production Management - University of Wisconsin -
Platteville
SELECTED SKILLS AND ACCOMPLISHMENTS
BUILDING STRONG INTERPERSONAL RELATIONSHIPS
Developed layout and standard work that increased chair function control
production from 250 units per shift to >750 units per shift
. Reviewed work content of each work cell member soliciting input as to
difficulties, likes and dislikes, suggestions for improvement, etc.
. Reviewed flow of materials through work cell from initial fabrication
to final assembly tracking
. member movement as well as part movement to identify wasted movement
of members and materials
. Using information gained through items one and two, designed and
implemented equipment layout and part movement assists, with input
from members, to eliminate unnecessary movement of members and
materials
. Designed, constructed and implemented ergonomically correct assembly
station to present parts to assembler and eliminate reaching
eliminating with help of assembler
. Rebalanced the standard work to balance cycle times and work content
of members with the input of the members
Results: Increased productivity by over 200 percent, reduced piece cost by
more than 60 percent,
improved morale of work cell members.
INITIATING ACTION
Completed transfer and start up of production lines from closed plant
within established time frame and budget
. Worked with Jackson Plant General Manager to develop a schedule for
the transfer of assembly equipment and orders from Jackson Plant that
allowed for continuous assembly operations
. Developed layout for work cells with selected Supervisors, that
facilitated direct loading of chairs from the assembly lines to
trailers for delivery to the Central Distribution Center
. Developed parts transfer schedules from Jackson Plant with new Geneva
factory buyer that maintained minimal quantities on-hand while
assuring complete and on time deliveries to our customers
Results: Transfer of factory completed within 90-day schedule, on budget,
without interruption of customer deliveries resulting in increased profits
of over $8 million.
Timothy Harrmann, Page 3
LISTENING INTENTLY AND ACCURATELY
Authored application for Iowa Recognition of Performance Excellence (IRPE)
award, based upon Baldrige Award criteria
. Attended Assessor training program presented by IRPE group to learn
the Baldrige Criteria
. Presented an overview of the criteria to all managers at the Geneva
Plant to provide a basic understanding of the criteria
. Interviewed each manager, and several direct reports, to evaluate how
their activities coincided with the award criteria
. Wrote a draft copy of the application and reviewed the information
again with each interviewee to evaluate its accuracy and completeness,
making corrections as necessary
. Wrote final draft, distributed to staff for final review, and again
reviewed the information with each respondent for accuracy
. Completed final writing and published
Results: Facility received Bronze Level IRPE Award in 2004.
MOTIVATING OTHERS / PERSUADING
Implemented 5S and Cause and Countermeasure quality process
. Developed and presented training in the aspects of root cause analysis
and the Toyota Production System
. Led daily discussions regarding activities of production lines during
implementation period and mentored leaders to promote the continuation
of the process
. Led discussions with regard to production defects and their potential
causes to generate documented causes and countermeasures leading to
permanent solutions
. Provided motivational challenges to spur improvement and sustain
results
Results: Departmental scrap reductions of up to 60 percent and
productivity improvements ranging to 33 percent.
TEACHING / TRAINING / PRESENTING
Established internal HAZMAT Team and coordinated efforts between plant and
local fire department
responder team
. Identified the release potential of all chemical activities (plating,
waste treatment, painting, etc.) and the activities required to
mitigate a release
. Identified and procured personal protective equipment required to
safely mitigating the identified potential releases
. Identified and evaluated potential sources of training, both hands-on
and book, for a Class A HAZMAT Response Team.
. In cooperation with the Fire Department HAZMAT Commander, developed,
scheduled and ran mutual training activities, including simulations
Results: HAZMAT Team and local Fire Department successfully mitigated two
potentially serious chemical
releases without serious incident or injury.
TEAM BUILDING
Successfully integrated activities of two distinct departments into one
interrelated team
. Held discussions with each individual to learn interests, both
professional and personal, to determine best approach to training and
assimilation
. Involved personnel from each department in team activities in the
areas of 5S, problem solving, etc. to develop understanding and trust
across the group
. Involved team members in planning of departmental activities to
promote improvement throughout the organization to better display the
similarities of functions
. Held occasional team lunches to discuss activities, share ideas and
promote camaraderie
. Once experience was received in tools used in the improvement
processes, provided leadership opportunities to instill confidence
Results: Quality and Continuous Improvement Departments functioning in a
coordinated, cooperative effort
ADDITIONAL ACTIVITIES
Director - Iowa-Illinois Safety Council, 1994 - 2002 (Board President 2000-
2001)
Board of Directors President - Silvis Little League (2001 - 2004)
District V Little League Umpire - Illinois (2002- Present)
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