Manager Plant
Resume:
JEFFREY S. WINDLOW
**** ****** **** **** * Kokomo, IN 46902
***************@*****.***
PLANT MANAGER
Dynamic and enthusiastic leader with a substantial history of
delivering impressive contributions to budgeting, productivity, and
profit. Proficient abilities in balancing cost and quality with
project development and delivery timelines. Committed and customer-
oriented with a broad range of strategic planning and financial
reporting experience, while providing training and leadership with a
team-focused and results-oriented management style. Proven ability to
effectively reorganize, streamline, and strengthen existing
operations, as well as identify and capitalize new business
opportunities. Experience in establishing and managing diverse
business relationships while improving customer service and customer
satisfaction.
Adept at fostering long lasting relationships with executives, project
managers, employees, and department heads while independently planning
and directing operations.
Proven aptitude in strategic planning, resulting in margin increase
and customer satisfaction while implementing new ideas with a
creative, yet practical focus on solutions to problems.
Ability to adapt to very diverse and demanding environments while
providing leadership in all phases of complex and technical projects.
Professional team player with strong presentation skills that deliver
personalized value to staff while utilizing proactive management
processes and interpersonal communication skills.
Verifiable aptitude in Lean Manufacturing while utilizing minimum
resources with Six Sigma quality through the entire value stream.
Proficient ability to standardize, simplify, and stabilize plans and
specifications while demonstrating expertise in problem solving,
decision-making, and team building.
Visionary who synthesizes facts, events, and concepts to develop
realistic and long-range plans while directing, coordinating, and
managing projects from conception to final execution on a timely and
cost-effective basis.
Quality Assurance E Visual Management E Value Stream Mapping E Risk
Mitigation E OEE E Root Cause Analysis
Lean Manufacturing E Staff Development E TPS/5S/JIT E Asset Management
E MRP Implementation E Six Sigma
PROFESSIONAL EXPERIENCE
HELLA ELECTRONICS CORPORATION, Flora, Illinois
2009-2010
Master Scheduler - Temporary, 2009-2010
Planned production for the Overhead Control Units for BMW product line
and accelerator pedals for KSR, Ford, Chrysler and other automotive
customers.
Reduced premium freight to zero on parts planned.
Increased efficiencies by 5 % by reducing change-overs.
MARINOWARE, South Plainfield, NJ
2003-2008
Director of Manufacturing, 2007-2008
Directed overall operations of a 100 employee, 270,000 sq. ft.
manufacturing facility located in East Chicago, Indiana accountable
for the production of steel building products, and slitting and cut to
length line equipment.
Transitioned an unprofitable center into a productive operation within
three months by working with Sales Executives and Managers to increase
product pricing while reducing costs and headcount.
Recovered operating costs in excess of $.01 per lb, on an average
volume of 9M lbs per month by conducting a Value Stream Map on the
slitting and packaging operations, 5S, as well as reassigning
employees
JEFFREY S. WINDLOW
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MarinoWare continued...
to jobs in relation to proficiency and expertise.
Dramatically lowered absenteeism from 9% to 4.3% by proficiently
improving communication and comprehension through weekly trainings,
meetings, and reviews.
Generated a $500K annual cost savings by constructing a new method to
store material, while increasing the focus on eliminating waste,
thereby decreasing scrap by 2%.
Operations/ Plant Manager, 2003-2007
Directed and coordinated activities of departments concerned with the
maintenance, production, purchasing, planning, pricing, sales, and
distribution of products. Reviewed financial statements, sales and
activity reports, and other performance data to measure productivity
and goal achievement, and to determine areas needing cost reduction
and program improvement. Managed staff, prepared work schedules, and
assigned specific duties. Managed organization's financial and budget
activities to fund operations, maximize investments, and increase
efficiency. Established and implemented departmental policies, goals,
objectives, and procedures. Determined staffing requirements, and
interviewed, hired, and trained new employees.
Attained a 30% improved net profit by leading the transition of 350
employees within the NJ roll forming facility accountable for
slitting, cold reducing, roll forming, lath production, and shear and
break presses in more efficient and productive strategies for success.
Gained a significant reduction in quality complaints from 68 to 5
monthly by providing root cause analysis and proactive problem
solving, including irreversible corrective actions.
Decreased scrap by 2%, generating an annual savings of $750K through
the proposal and initiation of a $1.5M capital expenditure, and paving
and 5S of outside storage and loading area.
Accomplished $500K reduction in workman's compensation costs by
effectively reducing lost time accidents from 19 to 0 by implementing
plant safety policies, facilitating training for all employees, and
launching a safety reward program.
Conquered a cost savings of $3M through the 50% reduction of WIP and
finished goods inventories from a combined 20M lbs to less than 10M
lbs by educating owners, executives, and management in the seven
elements of waste and proposing the amendment of inventory targets.
Recognized with 98% on-time deliveries by providing 24 hour service to
customers.
Championed the reduction of back-orders from 600 to less than 5 per
month by efficiently installing Kanban system and 5S of finished goods
inventories.
Generated a cost savings of $1.3M by decreasing absenteeism from 25%
to 3% and turnover from 80% to 10% through the implementation of
weekly and monthly tool box safety meetings, building new lunch and
locker rooms, and the hiring of a more diverse and bilingual
management staff.
Instrumental in the negotiation of the union contract, championed
every arbitration case, and prevented employee strikes.
RIETER AUTOMOTIVE SYSTEMS/GLOBE INDUSTRIES, Lowell, IN
1988-2003
Plant Manager, 1998-2003
Oversaw the development of site strategic plan for 300+ person, 24/7
manufacturing facility. Provided coaching, mentoring, and development
of plant technical resources. Accountable for management of batch
processing, assembly, foam injection, fiber production, and molding
operations. Offered technical leadership for site compliance with
OSHA requirements in concert with designated functional experts.
Facilitated site leadership to achieve maximization/optimization of
capital assets and site utilization, as well as lead safety
initiatives in technical areas.
. Reduced workman's compensation by $473K by promoting an "injury
free environment" through enhanced training and education of safety
techniques and reward systems for time periods without incident.
. Decreased natural gas consumption by $200K or 20% by conducting
environmental testing.
JEFFREY S. WINDLOW
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Rieter continued...
. Secured $3M Honda Lightweight Damper Program with no capital
investment by collaborating with R&D, hourly employees,
manufacturing engineering, and Japanese partners to analyze
solutions for cooling thereby accomplishing a conclusion within two
weeks.
Transitioned annual inventory turns from 17 to 35.7 by implementing
Kanban systems, bar coding, and JIT deliveries.
Despite a 15% sales decline, championed $76M in revenue, accounting
for 23% of profit over five years by implementing Lean Manufacturing
and TPS thus creating an environment centered around teamwork,
cooperation, and mutual respect.
Presented with Indiana Quality Award three straight years, as well as
four Gold Pentastar Awards, for superior performance. Reduction of
quality cost by 64.7% for the Lowell facility.
Gained recognition as one of the top ten manufacturing plants within
Rieter Automotive Division.
Saved over $545K in healthcare costs in a single contract and $1M+ in
another by successfully working with Teamster Local 142 union to
achieve a mutual agreement to use a signing bonus versus a wage
increase.
ADDITIONAL EXPERIENCE
Fast-track promotion through a series of increasingly responsible
positions based on strong performance in workforce reengineering,
process optimization, productivity improvement, and quality
management. Served in several capacities including Manufacturing
Manager, Superintendent, and Materials and Distribution Manager for
Rieter Automotive Systems.
. Generated a $400K cost savings by refining molding process on hot
and cold mold floor.
. Decreased lost time accidents by 80% by advancing training
initiatives, awareness, and improved efficiencies.
. Multiplied profit margin by 25% through the transition and launch
of a new one-step superdamplite process from previous three steps.
. Instrumental in the creation of two original molding products with
no defects, specifically the Ford Taurus/Sable dash insulator and
GM N-body rear floor.
EDUCATION
Bachelor of Science-Management/Labor Relations/Marketing, Purdue
University, West Lafayette, IN
QS 9000 and ISO 14001 certification.
CAREER DEVELOPMENT
ISO 9000 Internal Auditor, CEEM/British Standards Institute, Reston,
VA
Completed several continuing education seminars and trainings
including Negotiating to Win, ISO 14001 for the Automotive Industry,
Cross-Cultural Skills Training, and Continuous Improvement.
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