Manufacturing Manager
Resume:
Daniel Snodgrass; BSME, MBA
Hamilton, Ohio *****
*******@*******.***
Manufacturing Engineering Manager / Director of Engineering
. Manufacturing change agent.
. Substantial lean manufacturing experience.
. Hands-on leadership to the shop floor driving continuous improvement in
quality, productivity and on time delivery.
. Responsibility for $4,300,000 capital equipment budget.
. Highly skilled in CNC machining, fabrication, robotic welding, assembly
and numerous other manufacturing processes.
. Experienced in ISO9000 and ISO14001
. Great organizer of processes and systems.
. Decisive, systematic, personable, and solid judgment.
V Valued for analyzing production problems and implementing innovative
solutions, increasing productivity and quality to maximize profit margins
- led a team to identify and eliminate equipment and tooling errors that
resulted in a 30% increase in productivity avoiding the need to buy a new
$260,000 welding cell.
V Skilled at starting up new operations - successfully directed the startup
and daily production of a new three-shift shock absorber assembly
operation leading the creation of an entirely new supply chain involving
new suppliers, new equipment and new customer interfaces. Achieved
expected gross margins and maintained a 99% on time delivery throughout a
launch that involved several major product and process design changes.
V Extensive experience in lean manufacturing with the ability to train and
lead others to implement continuous improvements to processes - developed
a customized, hands-on training program used to train 200 employees in
the use of 5S, visual management, TPM and Poke-Yokes and following the
training, led kaizen events for 2 years to improve processes generating
$1,000,000 in cost savings.
V Ability to turnaround troubled operations - led a troubled multi-site
manufacturing operation plagued with late deliveries and quality problems
in a six month effort to implement improvements throughout the operation
reducing past due orders by 42% and quality defects by 11%.
V Skilled in leading people and managing projects - using employee
motivation, incisive project management, daily communication with key
employees, and weekly review meetings, turned around a major production
line startup project that was seriously behind-schedule. Leading the
team in bringing the project back on schedule resulted in the line
successfully starting a week prior to the deadline.
Professional Background
Manufacturing Engineering Manager, 1999 - 2002 and 2004 - 2007
SEI Brakes, Bilstein & Mid West Fabricating Co.
Created a dynamic professional environment by promoting an atmosphere where
engineers were driven to improve manufacturing processes in support of a
lean manufacturing environment. Instilled a sense of urgency thru the use
of action plans and making people who set dates responsible for keeping
them. Built coalitions with other departments by requiring open
communications between engineering, quality and manufacturing groups.
Partnered with the sales and marketing group to support new business
developments. Lead new growth by coordinating activities to introduce new
parts and processes into production with a mindset of meeting customer
delivery dates. Supported organizational growth by recruiting, training,
coaching and discipline of engineering staff. Analyzed capacities and
recommended new equipment to meet business plan. Responsible for the PPAP
process for new product launches including creating Process Flow Charts,
PFMEA's, Control Plans and Manufacturing Instructions, equipment
installation and run-offs, material handling, tooling and gaging.
. Lead the engineering department to increase percentage of new product
samples delivered on time from 76% to 98%, reduce time to complete
corrective actions from 154 days to 66 days and reduce time to quote new
jobs from 13 days to 6 days.
. Through incisive project management, daily communication with key
employees, and weekly review meetings, took control of a new product
launch that was seriously behind schedule and within 30 days lead the
launch team to bring the program back on track beating the customer's
launch date by a week.
. Improved output of a stamping line from 344 pcs/hr to 506 pcs/hr by
leading a team of engineers and production employees to determine the
root cause of line stops and create effective corrective action.
. Directed the lean transformation by developing a customized, hands-on
training program used to train 200 employees in the use of 5S, visual
management, TPM and Poke-Yokes and following the training, led kaizen
events to improve processes generating $1,000,000 in cost savings.
. Spearheaded equipment redesign, equipment layout and operator activities
to improve process flow within the final assembly department. Change
resulted in a 14% decrease in cycle time and eliminated the need to
purchase new assembly equipment, a cost avoidance of $450,000.
. Member of the lean manufacturing steering committee responsible for
overseeing all improvement activities.
. Directed the installation of a new one-piece flow machining and assembly
line for the Nissan Pathfinder. Installation, startup and PPAP approval
was completed in 4 weeks, 8 weeks quicker than any previous product
launch.
. Lead engineering team to develop the department procedures required in
achieving ISO certification and implemented department policies and
procedures for APQP process.
Plant Manager, 2002 - 2004 and 2007 - 2008
Bilstein, Ferco Tech Corp. & Behm Quartz
Directed the daily activities of single and multi-site manufacturing
operations with responsibility for Manufacturing Engineering, Tool Design,
CNC Programming, Quality, Manufacturing, Materials, Shipping and
Maintenance. Operational decision-making authority with P&L
responsibility. Collaborated with senior management and board of directors
in major business decisions. Established operations strategy, policies and
procedures. Determined and monitored operational metrics. Promoted a lean
manufacturing environment of one-piece flow, employee empowerment and
elimination of waste thru continuous improvement. Recruited, trained and
developed staff.
. Aggressively instilled a lean manufacturing culture of operational
excellence by personally leading several kaizen events that increased
employee productivity by 18% in 4 months.
. Restructured manufacturing to support employee empowerment and drove 5S
implementation.
. Promoted a safe work environment by implementing a new company safety
program and demanded employees adhere to these policies.
. Supported business development by leading senior management in creating a
new rapid prototyping process that our major customer required for us to
qualify for new business.
. Drove change in the organizational culture by fostering employee
involvement in process improvement. Efforts resulted in reducing the
number of past due orders by 42% in 6 months.
. Spearheaded a new employee training program that resulted in a 50%
reduction in the learning curve, a 20% reduction in employee turnover and
an 11% reduction in quality errors created by these same employees.
. Won $3,000,000 in new business by meeting the customers demand to
increase production capacity 20% in six months. Accomplished this by
eliminating existing backlog, increasing production staff and improving
employee efficiencies.
. Member of the Bilstein environmental team that gained certification to
QS14001.
Prior Positions
Career progression from Tool & Gage Designer, CNC Programmer and
Manufacturing Engineer for companies such as Senco (8 yrs) and Siemens (7
years).
Education
Master of Business Administration, Finance & Operations Management, 2005,
University of Cincinnati, OH
Bachelor of Science in Engineering, Mechanical Engineering, 1998,
University of Cincinnati, OH
Certifications
Lean Practitioner, Bronze Level - Society of Manufacturing Engineers
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