Project Manager Management

Joseph Drago

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

Albany, Indiana 47320

765-***-**** (H) 765-***-**** (C)

Email: abm31z@r.postjobfree.com

INDUSTRIAL MANUFACTURING OPERATIONS / PLANT MANAGEMENT

Known to be able to change very difficult company / plant opportunities

from people, process, equipment, and systems, an energetic, results-

oriented, and organized manufacturing leader with experience and expertise

across multiple industries. A reputation for exceeding established goals in

both union and non-union environments. Core management competencies

include: Team Leadership, P&L Responsibility, Problem Solving, Cost

Reduction, and Successful Turnarounds.

Quote: "Joseph is an extremely energetic, results oriented manufacturing

manager. I have managed Joseph in several different roles over the years,

and he has always delivered exceptional performance. He has successfully

managed work teams of several hundred operators in both process and

assembly operations. He understands Lean concepts and tends to run a very

disciplined and organized operation. I would endorse Joseph for any

manufacturing or logistics management role without reservation", David

Boivin, CEO, STO / Frigidaire Company / Senior Management, Saint-Gobain

Building Distribution. * Refer to "recommendations" on my LinkedIn profile:

http://www.linkedin.com/pub/a/173/76a

KEY TECHNICAL PROFICIENCIES

Cellular Manufacturing Practices

Continuous Process Improvement

Motion Time Methodology

Preventative Maintenance

Hoshin Kanri Process

Quality Assurance & Compliance

5SKanban

Kaizen Events

SMED

Standard Work

Value Stream Mapping

Visual Management Techniques

4WB Process

OSHA compliance

Fishbone Analysis

SPC

Pareto Logic & Analysis

SIX SIGMA/DMAIC

FMEA

Solid Green Foundation

5 S

5 Why Analysis

PROFESSIONAL EXPERIENCE

PRINCIPAL/Owner

2006-presnt

D-3 Consultants - Albany, IN - "Lean" Manufacturing Consultancy

Under a current contract since 4/09 to a flexible 9/10 with a company

called STO CORP.

FOCUS & DELIVERABLES @ STO CORP from 4/09 to present:

> VSM and Streamlined entire Customer Service process, resulting improved

communications and removal of repetitive steps.

> Reduction of inventory from $9.9MM to $4.6MM.

> Project Management to address process bottlenecks, removing $167K NVA

cost

> Capacity Enhancement

> Implemented 5S company wide

> Trained Plant and Operations management how to run an operation under

extremely lean conditions by implementing standard work practices.

D3 CLIENTS from 2006 to present :

STO Corp., Hartzell Fan, Pridgeon and Clay, Autocar,Kutol, OPW, Rittal,

Defiance Metals,TPM, et al.

Responsibilities running personal business:

> Knowing how to effectively manage the financial equation of a business

to net continued growth.

> Administrating costumer contacts, negotiations, and contract closure.

> Customer first commitment / satisfaction.

> Cold calling and Networking salesmanship.

> Conducting all Lean practices/process training and execution.

> Maintain all company financials.

> Resource payroll and administration.

> Hiring and recruiting.

> Creation of Executive Summaries for future growth and expansion.

> Knowing how to successfully do more with less under bigger - better -

faster - no money - no people during a extremely challenging economic

historical time period.

D3 Services: Temporary Executive Leadership assignments, Project

Management, Capacity Enhancement, Greenfield Plant Development,5S,

Standard Work, Kanban,Value Stream Mapping, Swim Lane Mapping,Visual

Management, SMED, Hoshin Kanri Process for Strategic planning and

Development,OSHA Compliance and auditing,ISO9000 & ISO14000 experience /

knowledge, DMAIC, SPC - Pareto - Fishbone - FMEA - 5 Whys, Strong

understanding of LEED requirements / criteria, Air & Water Permitting,

Skills:

> Cost reduction plan and execution aligned with a 3 to 5 year strategic

plan. All objectives assigned with process ownership and a timeline of

specific targeted actions reviewed on a bi-weekly basis to monitor

progress for collective input and awareness.

> Process enhancement - striving for a repeatable & predictable

operation, producing the utmost quality product under the safest

conditions day to day.

> Driving a safety first mentality by creating a centralized safety

committee. The main goal is employee involvement and ownership. All sub-

committees are responsible for creating a game plan; drive

actions/results team commitment, track and monitor actions and results,

and present to executive committee current baseline versus future state

of continuous improvement.

> Leadership enhancement programs, both in the salary and hourly

workforce.

> Conflict resolution and management.

> Build strong Union and Management relationships.

> Budgetary skills and preparations.

> Strategic Planning and development.

> Built in quality concepts and process.

> PULL vs. PUSH concepts - one piece flow - constraint and bottleneck

management.

> TAKT time and cycle time enhancement techniques.

> 5S process - creating a world class facility by appearance and pride &

employee ownership.

VP of OPERATIONS

2007-2009

Autocar - Hagerstown, IN - Chassis Manufacturing. Responsible for "Grant

lean training" & project implementation from 10/06 to 10/07 at Autocar as

D3. Due to change in VP of Operations leadership, Autocar called D3 to

assume the VP of operations10/22/07 to 3/12/09 which led to a full time

VP's position in 1st qtr 08, under terms D-3 Consultants could continue to

operate, both in Autocar and with other accounts. Due to significant drop

in volume & sales ~ 70% in 4th qtr 08 and 1st qtr 09 related to the

economic downturn in the automotive industry, significant employee and

management downsizing occurred in 1st qtr 2009.

Responsible for leading 180 UAW employees with a 240MM revenue budget.

ACCOMPLISHMENTS:

> Streamlined the entire business process from sales order receipt to

product delivery to create and implement a stage gate process to assure

all departments met a14 weeks lead time.

> Improved Safety by 60% by establishing a Centralized Safety Committee,

led by employees and management jointly.

> Improved lead time by 38% through implementation of standard work lean

manufacturing techniques.

> Enhanced FPY by 60% by creating a well structured QC/QA program from

supplier base through each process step. (created work instructions

collectively with appropriate workstation employees, cross checking

critical quality parameters/workmanship, go - no go concepts

implemented, visual techniques applied where applicable, process

divided in smaller team segments aligned with a gatekeeper concept,

implemented quality paperless systems to track and monitor real time

opportunities, automatically summarized data in a graphical form to

recognize progress trending displayed on 4' x 6's monitors for employee

visual observations and effort focus to drive corrective documented

action using the 7 step process. Ultimately striving to eliminate a

final inspect mentality versus a built in quality commitment per

workstation.

> Create a chassis pull system versus a push concept per each critical

process step, went from 14 steps to a 5 steps process/produce flow

concept. Eliminated many check and repair steps overall.

> Implemented a PM program to assure ZERO operational interruption due to

equipment downtime.

> Significantly improved labor and management relationships through a

teaching and holding all employees to an operational philosophy

specifically focused on the well being of all employees and customer

commitment.

PLANT MANAGER

2001-2006

Saint Gobain Containers - Dunkirk, IN - Glass Container Manufacturing.

Responsible for leading 380 union employees with a $117MM revenue budget

and annual cost base of $60MM. Directly lead staff of accounting, quality

assurance, human resources, plant engineering, warehousing and operations

personnel.

Plant received the highest level quality and process control &

monitoring award from "Anheuser-Busch Company, Inc." Called - Select

Status Certification Award - based on (56 standard management

systems).

ACCOMPLISHMENTS:

> Managed a team of 380 union employees with 3 different Union

Presidents teaching and empowering collaboration, focused on common

interest and common goals. Labor relations improved drastically

through integrity, communications and consistency in all actions.

> Implemented SCORECARD concept to teach the employees the value of

their efforts and impact.

> Became the facility to train "Operation's Management" to become Plant

Managers. A total of 5 operations managers in less than 6 years

revolved in and out of the facility to obtain promotional

opportunity. Dunkirk Plant became the breeding ground for succession

planning purposes.

> Became the main training camp for newly hired college graduates

participating in a MLDP program.

> Increased productivity by 13.2% while reducing staffing 20%.

> Invested major capital and streamlined the entire plant, resulting in

a 60% improvement in gross profits.

> Reduced finish goods inventory from $25MM to between $8 - $10MM

> Improved safety results by 80%.by creating and implementing

"Dunkirk's Safety Management System" (DSMS).

> Reduced downtime by 27% - driving a PM and predictive maintenance

work environment.

> Created a more responsive team by driving an operational philosophy

called "Operator Call Environment". A self created concept driving

the right operational and employee commitment environment.

> Improved labor relations through integrity, communications and

consistency in all actions.

> Created at the Dunkirk Plant the breeding ground for succession

planning purposes.

> Instituted a paperless operational system to track key process

variables, became a 'BEST PRACTICE" in the entire company.

> Implemented the 5 S process throughout the entire facility meeting an

ungodly demanding and detailed housekeeping requirement from the #1

customer AB. The only SGC plant to receive the Anheuser-Busch

Companies, Inc. Select Status Certification Award (56 standard

management systems).

PLANT MANAGER

2000-2001 Accuride Corporation - Erie, PA -

Aluminum Truck Wheel Manufacturing. Primary responsibility was to address

several severe problems concerning environmental air emissions, ineffectual

leadership and a militant UAW environment. PLANT SUPERINTENDENT

1993-1999 Saint Gobain -

CertainTeed Corporation - Mountaintop, PA - Insulation Manufacturing.

Initial responsibility was as change agent to address major cost,

productivity and cultural challenges and, ultimately, to prevent closure of

the plant. Initial assignments were diverse and very specific to

timeframes. Building on early successes, Consistently promoted to

increasingly responsible positions which ultimately led to the primary

management role.

PLANT MANAGER

1991-1992

Monon Corporation - Monon, IN - Tractor Trailer Manufacturing. Responsible

for safety, quality and productivity efforts, leading 5 direct reports and

275 non-union employees.

AREA OPERATIONS MANAGER

1988-

1991 White Consolidated Industries - Connersville, IN - Dishwasher

Manufacturing. Responsible for initiating and facilitating rollout of a

prototype plastic tub dishwasher prototype. Project manager to develop a

clearly defined project scope capturing all capital needs, process layout,

and resource recruitment and training in a $69 MM project budget. Secondly,

responsible for leading 1900 UAW employees with a salary team of 49 Salary

employees to produced 6800 dishwashers per day with a sales campaign of

$160MM annually.

Process - Manufacturing to PROJECT MANAGER

1983-1988

General Electric - Gainesville, FL - Ni-Cad Battery Manufacturing

EDUCATION / CERTIFICATES / TRAINING

B.S. Environmental Science - Slippery Rock State University - PA

MSDP Graduate - General Electric (2 year program)

Finance for the Non-Financial Manager - University of Michigan

Managing Managers - University of Michigan

Saint Gobain 2 weeks of Executive Training

Lean and Green Belt Certified

Title 5 Permitting

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