Manager Sales

Steve Olson

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

Chardon, Ohio *****

(H)440-***-****

(C)440-***-****

*********@*****.***

EDUCATION

Baldwin-Wallace: 2000; Masters in Business Administration (Cum Laude)

University of Dayton: 1993; Bachelor of Science in Mechanical

Engineering

PMP: PMI 2000

6 Sigma Greenbelt: 2003

EXPERIENCE

2009 XRI Testing Business Unit Manager

NDT laboratory with processes in radiography,

fluorescent penetrant, magnetic particle, and

ultrasonic testing. Located in Independence, OH

. Full P&L responsibility which turned business

from loss to profitable in 6 weeks.

. Changed Organizational Structure resulting in 3

person headcount reduction.

. Established individual accountability and

metrics by department.

. Established weekly management meetings and

weekly employee communication

sessions.

2003-2008 Olympia Foundry and Fabricators President

Aluminum Foundry and Steel Tubing Fabricator with

processes in gravity tilt, permanent mold, semi

permanent mold, and sand. Fabricating processes

included bending, shearing, welding, assembly,

powder coating, and punching. Located in Monett,

Missouri.

. Purchased as a failing business in 2003. Doubled

sales and returned to profitability in year one.

. Implemented open management system. Financials

were shared with all team members.

. Developed production scheduling system and

performance measurement based on key business

metrics.

. Added CNC and powder coating capabilities which

resulted in additional value added sales on

existing orders.

. Hired and trained cross functional management team

that functioned as a matrix type organization.

This improved communication and performance across

all departments.

2002-2003 Hayes-Lemmerz Huntington Operations Operations Manager

Manufacturer of Aluminum Wheels for the Automotive

OEM market. Processes in permanent mold gravity

and low pressure casting, machining, powder

coating, and painting. Located in Huntington,

Indiana. Sales of 85 million. Customers included:

GM, Chrysler, Isuzu, and Ford.

. Full operational responsibility with 6 direct and

265 indirect reports.

. Formed Operational Excellence Team responsible for

driving World Class Initiatives through the use of

lean manufacturing techniques.

. Developed and certified the first 6 Sigma Green

Belt and Black Belts in the corporation.

. Led the corporation with the lowest lost time

safety occurrences.

. Implemented systems for Metrics and Accountability

from Managers through Hourly Associates.

. Implemented organizational restructuring resulting

in matrix organization with engineers having

complete program responsibility. This enhanced

program accountability and dramatically reduced

response times for quality and/or delivery issues.

2000- 2002 PCC Airfoils Manufacturing Manager

Manufacturer of Aerospace and IGT Airfoils.

Processes in Investment casting, machining and

inspection of cobalt/nickel based super alloys.

Located in Mentor, Ohio. Sales of 120 million.

Customers included: GE, Siemens-Westinghouse, and

Alstom Power.

. Full financial responsibility with 10 direct and

165 indirect reports.

. 100% On Time delivery to biggest customer for 21

months.

. 1st year reduced operating costs by 18%.

. 2nd year increased volume by 75% while maintaining

world class quality levels, reducing costs by 21%,

and continued 100% on time performance.

. Capital Steering Committee Member for 25 million

dollar capital expansion. Capital project came in

on time and under budget.

. Introduced lean manufacturing through process

changes, physical layout changes, and a shift in

management paradigms. This resulted in a 50%

reduction in inventory and a 40% increase in

throughput.

. Received Corporate CEO recognition for outstanding

cost savings and throughput improvements.

1998-2000 Permold Vice President/General Manager

Permanent Mold Aluminum foundry with processes in

gravity tilt. Located in Cleveland, Ohio. Sales of

10 Million. Customers included: Carrier, Detroit

Diesel, Alcoa, and GM.

. Full P&L responsibility with 7 direct and 78

indirect reports.

. Installed Lean Manufacturing Teams and Product

Quality Teams. This resulted in a reduction of

internal scrap from 14 to 3 percent per month.

. Successfully negotiated and managed union

contract, resulting in a three-year wage freeze

with scrap and performance bonuses.

. Achieved QS9000 Registration in 10 months with

zero major and zero minor findings.

. Successfully led turnaround efforts from

bankruptcy to profitability in 14 months.

1997-1998 Amcast Inc. Senior Manufacturing Engineer

Permanent Mold Aluminum foundry with processes in

gravity tilt, low pressure, and squeeze cast.

Headquarters in Dayton, OH.. Sales of 350 million.

Customers included: GM, Ford, Rockwell, Alcoa and

Delphi.

. Special Assignment that reported directly to the

corporate Chief Technical Officer. Prepared and

presented monthly progress reports to the

corporate CEO. Assignment was to lead turnaround

efforts at a struggling facility in Richmond, IN.

. Used visual factory techniques to reduce scrap

from 19 to 5 percent on two product lines.

. Developed training programs for associates and

customers to educate on casting defect

recognition.

. Formed and managed team to develop and maintain

APQP and program launch system.

. Involved in new equipment justification and

tooling vendor management.

1994-1997 Forgeline Inc. General Manager

Forged Aluminum Wheel manufacturer with processes in forging, turning,

milling, welding, and assembly. Located in Dayton, Ohio. Customers

consisted of wholesale and retail aftermarket wheel distributors.

. Authored 5 year business plan and secured funding

for start up.

. Full P&L responsibility with 3 direct and 17

indirect reports.

. Managed start up and day to day operations

including sales, engineering, and production.

. Responsible for acquisition of building and the

associated equipment to support a 60,000 square

foot manufacturing facility.

. Laid out manufacturing cells to support JIT and lean principles.

. Responsible for complete product life cycle from

concept, through design and test, to marketing.

Specific Accomplishments

Hayes

. Using value stream mapping and analysis, identified opportunities

for improvement in the final inspection and pack area. Reduced

labor by 3 people per shift (redeployed). Operations were combined

and redundant inspections were eliminated or moved to earlier in

the product flow where defects could be identified and corrected

immediately without jeopardizing existing WIP.

. Put inspection standards at machining cells and trained operators

to identify defects and how to correct them. This yielded a

reduction in machining scrap from 3% to 1.9%.

. Implemented odd/even row Kanban system for WIP prior to machining

and paint. This reduced WIP by 40% which amounted to an inventory

reduction of $600,000/month.

. Made organizational changes to move to a matrix organization. This

included cross training engineers as production supervisors.

. Established mentoring system where high potential candidates were

paired with high performers as mentors.

. Worked with Saturn to identify acceptable levels of cosmetic

standards. This reduced rework and scrap by 30%. It also reduced

customer PPM levels to 12ppm.

. Collected and analyzed historical leak test data to show capability

of leak test machines. This eliminated 200% leak testing and

reduced labor by 3 people (redeployed).

. Implemented safety near miss policy whereby any near miss, as

defined by the hourly team members, was documented and the manager

was immediately notified regardless of day or time. Manager had 24

hours to show evidence of corrective action. Plant went following

three months without an OSHA recordable.

. Put 5S audit system in place with rotating trophy going to area

that improved audit scores the most each month.

. Led team of supervisors, superintendents, and controller to control

supply spending. Purchases were approved based on daily production

forecasts and budgetary restrictions. Supply spending was reduced

from $5.00/wheel to $3.40/wheel.

. Trained all associates, hourly and salary, in MBF (manage by fact)

problem solving techniques. Utilized this system exclusively for

scrap and productivity improvement teams. This lead to the first

Six Sigma green belt certification within the whole corporation.

. Established monthly dinner and review session for all members of

the Operations team and staff members.

. Moved external warehouse to internal operations by reducing

finished goods inventory from 40,000 wheels to 15,000 wheels (2

days production). This resulted in an annual inventory reduction

of 9 million dollars. It also resulted in a three person labor

reduction.

PCC

. Part of steering committee that implemented a 25 million dollar

capital expansion under budget and ahead of schedule.

. Identified, capitalized, and implemented water jet abrasive water

cutting system to replace the snag grinding operation. This

allowed recovery of alloy that was previously lost as grinding

dust. This yielded a monthly savings of $115,000. This system was

then implemented corporate wide at the other facilities.

. Established product specific cellular teams that combined rough

clean, finishing, and inspection operations. Labor hours per piece

were reduced from 4.5 hours per piece to 1.8 hours per piece.

. Combined and cross trained FPI and X Ray inspectors. This resulted

in a 3 person labor reduction.

. Retrained FPI reworkers and put them in finishing cells where

defects could be detected and repaired earlier in the product flow.

. Grew organization from 70 people to 175 people in 6 months without

missing a customer shipment and while reducing scrap and increasing

throughput.

. Realigned departments from process specific to product specific.

. Formed TOC (Theory of Constraints) attack teams that identified and

attacked throughput issues in the facility and reported to senior

management on progress weekly. Throughput increased by 40% in 6

months.

. Through awareness training and changes in processes, successfully

operated for 8 months without an OSHA recordable injury.

Permold

. Negotiated three year collective bargaining agreement with a wage

freeze and productivity incentives.

. Formed cross functional product quality teams that were product

specific and held accountable for scrap and other quality related

issues. Scrap was reduced from 14% to 3% in under 7 months.

. Co-wrote Levels I, II, III quality manuals and procedures.

Successfully implemented QS 9000 in 10 months with 0 major and 0

minor findings.

. Personally visited all existing customers and re established trust

by delivering on promises. Existing customer sales increased from

4 million dollars to 8 million dollars annually.

. Used photographs and repair techniques posted at each operation to

help operators identify and correct scrap.

. Personally expanded customer base with 2 million dollars in new

customer sales.

. Implemented rapid prototyping for tool design and build. Tool lead

times were reduced from 3-6 months to 4-6 weeks and costs were

reduced by 20%.

. Switched to dry hearth reverbs yielding a reduction in melt loss

from 8% to 4%.

Contact this candidate