Manager Plant

KEVIN L. WELDI

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

Plain City, OH 43064

Cell: 614-***-****

abm5a5@r.postjobfree.com

Professional Profile

Results oriented and positive change agent who exceeds expectations.

Intimately understands and executes lean principles. Leads team based

initiatives in both union and non-union environments to capitalize on

skills, knowledge and values. Background includes Engineering Management,

Plant Management, General Management and Executive. Areas of expertise

include:

Six Sigma and Lean Manufacturing

Plant/Product Integration & Consolidation

Sales and Marketing

Project Management & Budgeting

New Process and Product Development

Start-up and Turn-around Experience

Productivity Improvement and Cost Reduction

Developing Management Depth

Negotiation & Presentation Skills

QS9000, TS16949 & ISO2001 Certification

Career History

JL French LLC, Glasgow, Kentucky

2008 - Dec. 09

This multiple site aluminum die cast, precision machined/assembly, and

distribution operation in Glasgow is one of three US operations that

support the big three automotive industry with tier one and tier two

products.

Plant Manager

I had multiple site responsibilities for improving the organizations cost

structure and to consolidate the organization from a three site operation

to two in Glasgow Kentucky.

o Site managed chapter 11 bankruptcy processes without disrupting

shipments or supplies.

o Generated positive cash flow by reducing inventory $5.2 Million

dollars which increased turns from 20 to 130 annually. This reduction

from 2.5 weeks to 2 days enabled the organization to save and

additional $360K per year by eliminating the need for off-site

storage.

o Reduced direct labor and indirect labor by 30% per sales dollar which

resulted in a $1 Million annualized savings.

o Restructured a three site operation to two (150K square ft. reduction

in 60 days) which combined with the above improvements reduced our

breakeven point by 45% (7.2 Million to 4.0 Million per month) and

generated 20% EBITDA.

Venture Capital & Private Equity Business Partner

2002 - 2008

TPI Composites LLC, Springfield Ohio

This privately held company services the Wind Energy, Military, and

Transportation industries.

General Manager

As a company executive and vested equity member, I was responsible for

developing and growing a Greenfield Start-up Operation as well as launching

new innovative products for our Department of Defense (DOD) and

transportation markets.

o Exceeded budgeted EBITDA by 40% during the first full year of

operation.

o Successfully launched green field operations which became profitable

during the third month of operation and has been profitable every

month since.

o Managed the entire start-up process which included hiring all key

operations start-up personnel, infrastructure development, equipment

justification, as well as attainment and accountability of our local

Title V Ohio RAPCA operating permits.

o Provided key engineering leadership to develop our organizations first

military production project.

o Led the organization to obtain ISO certification within the first

eight months of operation and received a 100% compliance score on a

quality audit conducted on site by a key military customer.

o Member of the team that grew the organizations sales from $30M to over

$180M annually.

Harding Machine LLC, East Liberty OH. & Lexington TN

This privately held CNC precision machining company (previously owned by

the Carrier Corporation HVAC) serviced 85 different customers in 32

different industries.

Vice President & General Manager

As a company executive and equity interest partner, I was responsible for

the daily operations and strategic planning of two manufacturing

facilities. My responsibilities included P&L, operations, quality,

purchasing, materials, human resources, engineering, cost & methods as well

as sales and marketing for both locations.

o Directed the engineering and sales organization to implement global

sourcing and price blending of higher volume products which increased

our margins by 10%.

o Reduced inventory carrying cost 750K annually by introducing consigned

raw material inventory.

o Consolidated the operation to a single site profitable organization by

analyzing customer base, duplication of technologies, and margin

achievement which also reduced our breakeven point by 25%.

PBR Automotive LLC, Knoxville, Tennessee

1999 - 2002

PBR Automotive, a subsidiary of Pacifica International (Australian owned)

was a $1 billion dollar plus supplier to the worldwide automotive braking

industry. The Knoxville plant was built in late 1997, and accounted for

$250M of the $400 million dollar, United States and Mexican tier one

business.

Plant Manager

I was responsible for supporting five automotive tier one assembly plants.

o Doubled the value add per direct labor hour output which resulted in a

$4 Million annualized labor efficiency improvement. This was

accomplished by implementing improved manufacturing systems based on

the Toyota Production System (TPS), Overall Equipment Effectiveness

(OEE), and added leadership accountability by utilizing a Team Leader

Scorecard.

o Reduced maintenance cost 80% ($5.7 M/annually) and improved uptime

from 60% to over 95%. This was accomplished by developing a

technically competent Reliability Services organization that drove per

caliper maintenance cost from $1.26/unit to $0.25/unit with volumes of

26,000 per day.

o Turned inventory 60 + turns per month (3 per day) with the

implementation of an off-site consignment warehouse.

o Combined the improvements increased profitability by $16 Million

dollars annually.

o Led continuous improvement Kaizen teams to address daily improvements

in safety, quality, and cost.

o Managed 123 indirect and 412 direct team members with sales of $250M

per year.

DEFIANCE PRECISION PRODUCTS, Defiance, Ohio

1997 - 1999

Defiance Precision Products was a $58 million organization which

manufactured and supplied precision roller bearings and rings to the

automotive and industrial markets in the United States and Europe.

Plant Manager, Upper Sandusky, Ohio

I was responsible for directing the turn-around and growth of the two year

old Upper Sandusky, Plant III facility. My responsibilities included P&L,

operations, quality, purchasing, materials, human resources, maintenance,

and engineering.

o Successfully avoided a UAW unionization campaign after receiving an

NLRB notice within my first two weeks of employment.

o Implemented self managed work teams, which more than doubled total

daily plant achievement in assembly, and tripled daily output in the

multi-spindle machining department utilizing existing equipment.

o Implemented a pay for skill program and introduced career path

planning at all levels of the organization.

o Achieved zero defect quality rating as a supplier of over 40 million

overhead cam follower bearings annually to the Eaton Corporations,

Engine Components Division.

o Received Chairman's Award for outstanding achievement.

o Combined the improvements resulted in a $10 Million dollar annual P&L

improvement.

SKF USA Inc, Ann Arbor, Michigan

1991 - 1997

SKF USA Corporation is a $1 billion domestic subsidiary of SKF Ltd., which

manufactures and supplies precision ball and roller bearings, ball screws

and integral hub bearings to the automotive, machine tool and industrial

markets in the United States.

Focus Factory Manager, HUB Division, Glasgow, Kentucky (1994-1997)

I directed all direct labor, training requirements, engineering,

manufacturing, material, machine installations, and facility preparation

functions for the start-up and growth of SKF's automotive HUB II bearing

division in Glasgow, Kentucky. This particular facility was a Steel

Workers unionized operation servicing five automotive tier one assembly

platforms.

o Project planned and implemented strategic high tech manufacturing

processes, quality systems, human resource requirements, and financial

plans to go from start-up to $30-million/yr sales in 12 months.

o Coordinated and participated in the installations and run-off of

equipment, material handling, and quality control systems, which

spanned five different nationalities (Swedish, Italian, French,

German, & US).

o Led the QS9000 certification process during the first year of

operation.

o Product line started and remained a zero defect channel for four

years.

o Recognized as one of the best start-up facilities by SKF's senior

leadership.

Manager of Machine Technology, Deep Groove Bearing Division, SKF

Gainesville, Georgia (1991-1994)

Reporting to the Plant Manager, I directed all process engineering,

preventive maintenance, and new product/process implementations. This

particular location manufactured radial ball bearing product, which met the

ABEC 1 to ABEC 3 standard tolerance requirements.

o Managed shop floor process engineering group and considered a

technical expert.

o Project managed new equipment, product, and process implementation in

the plant.

o Championed the shop floor set-up reduction initiative and teams.

THE TORRINGTON COMPANY, Torrington, Connecticut

1988 - 1991

The Torrington Company, a $1 billion subsidiary of Ingersoll-Rand

Corporation, consisting of the Needle Bearing Division, the Fafnir Bearing

Division and Precision Products Division.

Manufacturing Engineer, Fafnir Bearing Division, Calhoun, Georgia

I was responsible for new process implementation and improvements in the

machining, grinding, and assembly areas.

o Managed the rebuilding of multi-spindle turning equipment and grinding

machines.

o Designed tooling for conversion to quick-change insert tooling.

o Certified and Instructed Total Quality Management (TQM) Classes at all

US plants.

Education

BSME (1988) - Georgia Institute of Technology, Atlanta, GA

MBA - Tiffin University, Tiffin, Ohio (70% completed with 3.8 GPA)

Advanced Operations Training

John Costanza Institute (DFT), Englewood, CO

Toyota Production System (TPS), Japan

DDI Leadership Training

Six Sigma Champion

TQM

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