Manager Engineer

Anthony Campana

*** ******** *** **** ******, OH 44484 330-***-****

abm2qu@r.postjobfree.com

Operations Manager

Plant Management / Workflow Scheduling / Layout / Budgeting / ISO / Six

Sigma

Lean Manufacturing / Operations / Safety / Hazmat / Union Relations /

Training

Cross-Functional Teams / Equipment & Facilities Maintenance / GMP / Multi-

Site

Best Practices / Employee Performance / High Volume Processing

I have developed and implemented all phases of manufacturing operations,

inventory management, equipment efficiencies and labor management for

Fortune 500 companies and high technology startups. I have a demonstrated

record of reducing costs and improving workflow while increasing customer

satisfaction and profitability.

As an experienced process-oriented manager, I consistently establish

systems that improve plant management, production capacities and employee

performance. I am a Six Sigma Green Belt experienced with lean

manufacturing, directing ISO9000/9001 quality controls, guiding three

production plants to a perfect ISO record for four straight years.

Moreover, during my maintenance ops. tenure, our group did not have a LWD

(Lost Work Day) for eight plus years.

Working with union and non-union labor, I am a dynamic leader who builds

strong, effective teams. I rapidly synthesize information, making timely

decisions, and achieving superior performance. I am an excellent problem

solver. My management style is open and interactive.

Key Skills: Rapidly synthesizes information and makes timely, high-quality

decisions. Dynamic leadership skills combined with excellent problem

solving and team building characteristics. Effective organizer who performs

against tight deadlines. Motivated professional able to inspire superior

performance.

Career History and Highlights

Delphi Packard Electric, $28B automotive parts manufacturer.

Maintenance Operations Manager, 2001 to 2009. Directed machine maintenance

operations, improving safety and boosting productivity for skill trades at

NRR Complex, cable make, metal stamping, and harness build facilities.

Responsible for KPI, forecasting and inventory management reports. Managed

7 direct reports, staff of 50 at 3 plants with annual budgets up to $5M.

. Sustained annual $240K cost reductions by reengineering dispatch

processes. Central Dispatch for Ohio Operations needed to be

eliminated. Worked closely with IT group. Developed online CMMS, web

based, dispatch system for skilled trades and foreman to access.

Trained trades and foreman on new system. Monitored ongoing system

usage. Improved response time over 50%.

. Redesigned Work Request process, saving significant time. Work

requests from plant departments were not documented, prioritized and

cost managed. Developed Maintenance Work Request (MWR) form and

corresponding database. Trained staff. Developed follow up processes.

Prioritized jobs per weekly meeting with requestors. Reduced inventory

of parts needed to perform jobs.

. Directed installation of Nyosil Application and Reclaim System in

Metal Stamping area with minimal disruption. Developed operation and

maintenance manual, with help from engineering staff. Oversaw training

of skilled trades.

Senior Industrial Engineer Supervisor, 1995 to 2001. Initiated the Planned

Preventive Maintenance (PPM) program for Past Model/Prototype plant. Re-

engineered processes by providing terminal and mold tooling kits.

Coordinated safety programs. Maintained terminal and die inventories and

cutter performance data. 2 direct reports, 6 hourly personnel.

. Initiated ISO9000 standards, achieving perfect record (zero findings)

over four year period. Company production plants needed to develop and

implement quality standards for Past Model/Prototype facilities.

Conferred, wrote, reviewed, trained and implemented nearly 300 work

instructions. Worked with BSI auditor to complete audit/compliance

review. Monitored ongoing processes for quality assurance.

Production Foreman, Plant 16 - Cutting Operations, 1994 to 1995. Oversaw

daily operations of cut lead area. Managed quality and production schedules

and the Self-Directed Work Team.

. Trained/coached 12 teams, eliminating need for foremen. Develop Self

Directed Work Teams (SDWT) for Cutting Operations. Facilitated team

SOP (Standard Operating Procedures). All 12 teams fully operational,

reporting only to Plant Manager.

The Timken Company, $2B precision bearing/steel manufacturer

Heat Treat Manager, Bucyrus Operations, The Timken Company, ($2B precision

bearing manufacturer), 1992 to 1994. Directed daily operations of Heat

Treat Area (Carb, Hard, Draw) furnaces for quality precision roller tapered

bearings. Managed quality controls, employee training, and

production/employee schedules (25 hourly) with $2M budget.

. Achieved $375K annual savings by resolving critical production issue.

Recurring problems with the Heat Treat furnace capacity at Bucyrus

Operations. Devised volume formulas and methodologies to resolve

capacity issue. Utilized actual data, regression analysis, theoretical

values, and theory testing. Reduced Heat Treat area as bottleneck in

production process. Eliminated $8M capital expenditure.

. Obtained annual savings over $175K. Cup Line Hardening Furnaces

changeovers difficult and timely. Designed and developed SMED (Single

Minute Exchange Dies) with Heat Treat personnel and C-Liners for quick

changeovers.

Industrial Engineer, 1991. Prepared cost analysis and implementation

feasibility on employee suggestions. Led continuous improvement project

teams for various CEDAC assignments. Developed ergonomic work stations

throughout facility.

Education / Personal

Education: MBA, Executive Management, Ashland University.

BE, Industrial Engineering, Youngstown State

University.

Community: Tiger Town, Red Cross Blood Drive, St Vincent/DePaul clothing

drive.

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