Kevin David Chookie

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Objective

Obtain a Plant Management position within a progressive company, utilizing my

e ngineering, operations, and management experience.

Summary of qualifications

RESULTS ORIENTED TECHNICAL MANAGER WITH OVER TWENTY-ONE YEARS OF DIVERSE MANUFACTURING

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EXPERIENCE IN ROLES OF ENGINEERING, OPERATIONS, AND PLANT MANAGEMENT

DEMONSTRATED SUCCESS IN LONG-RANGE STRATEGIC PLANNING WITH POSITIVE RESULTS IN INCREASING

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OVERALL PRODUCTIVITY AND CUSTOMER SATISFACTION

STRONG

3 LEADER AND TEAM PLAYER WHO INTERFACES WELL WITH ALL LEVELS OF MANAGEMENT TO ACHIEVE

COMPANY GOALS AND OBJECTIVES

PROJECT MANAGEMENT AND NEW PROGRAM LAUNCH EXPERIENCE

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FACILITIES LEAN MANUFACTURING, TPS, AND VALUE ENGINEERING CHAMPION

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AUTOMOTIVE, COMMERCIAL VEHICLE, AND AEROSPACE EXPERIENCE

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NEGOTIATED AND PURCHASED OVER $150M DOLLARS OF EQUIPMENT IN CAREER

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EXPERIENCE IN UNION AND NON-UNION ENVIRONMENTS

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PLANT “TURN-AROUND” EXPERIENCE

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10 MANUFACTURING FOOTPRINT OPTIMIZATION (MFO) EXPERIENCE

11 HELD A TOP SECRET SECURITY CLEARANCE

Work experience

Engineering / Facility Manager

Dana Corporation 4/2007 – Present

Commercial Vehicle Systems Division

Glasgow, KY

Responsible for managing engineering, facilities, maintenance, cutter grind, and tool

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room departments consisting of sixty-five employees within a precision machining and

assembly facility for manufacture of low volume / high mix spiral/hypoid gears,

spur/helical gears, straight bevel gears, input/output shafts, and differential components.

Site MFO (Manufacturing Footprint Optimization) Lead responsible for successful

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product moves within the division.

Trained eighty-five employees in five months on the principles of Toyota Production

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System (TPS) lean tools.

Team member responsible for the implementation of the “Dana Diamond” area, KPI’s

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(Key Performance Indicators), and DOS (Dana Operating System) initiatives within the

facility.

Manage capital budgets ranging from $1M to $12M annually.

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Led an engineering team with the integration of nine new automation projects within an

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operation that had very limited automation experience.

Participated on a focused team that improved plant wide delivery performance from 78%

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to over 99+%.

Completed capacity analysis and Future State Lean plant layouts based on division

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MFO direction.

Scrap focused team member responsible for taking scrap as a percent of sales from

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2.05% to 0.49%.

10 Improved plant operating efficiency by more than 10% as a result of automation, lean

initiatives, visual management, utilization of Team Leaders, operator right sizing

initiatives, and improved machine uptime.

11 Managed on-site contract labor responsible for general facility services (i.e. food

services, housekeeping, coolant management, and HV/AC maintenance).

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Completed facility improvements in the areas of: 1) HV/AC upgrades (eight new units),

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and 2) Storm Septor project for improved storm water run off.

13 Team member that implemented a maintenance network approach within the operation.

Plant Manager (interim)

Dana Corporation

Commercial Vehicle Systems Division

Glasgow, KY

14 Held position as interim Plant Manager for nine months.

15 Responsible for overall plant performance of a (475) employee union operation that

generated $109 million in sales as a Tier II cost center to other Dana operations.

16 Product line Profit & Loss responsibility.

17 Completed successful audits in the areas of: 1) Quality ISO 9001:2000, and 2)

Environmental 14001.

18 Led plant staff consisting of eight members.

19 Delivery performance improved from over 18,000 behind schedule parts to less than 300

in five months following an implementation of “Huddle Calls” three times daily, seven

days a week. These huddle calls highlighted discrete problem solving techniques or

actions to attack conditions impacting delivery performance.

20 Reduced safety recordable incidents and loss time incidents by over 50% in one year by

implementing a focused machine guarding plan and also a “stop-call & wait” process.

21 Completed talent profiles and reviews for all staff members.

22 Conducted monthly plantwide communications meetings.

Manufacturing Engineering Manager

Metaldyne 1994 – 4/2007

Powertrain Group

Bluffton, Indiana

23 Responsible for managing an engineering department in an eighty-million dollar per year

automotive Tier 1 high volume, high precision CNC machining and assembly operation.

24 Manage engineering personnel (i.e. manufacturing engineering, operations engineering,

tool & gage design, and engineering clerical support).

Played an instrumental role in a facility that had grown 217% over a twelve year period.

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Integral team member involved in a two plant expansions consisting of over 64,500

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square feet of additional manufacturing floor space and over one-hundred million dollars

in capital expenditures.

Coordinate with corporate engineering and program management for all new programs

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and engineering changes to existing products while adhering to plants APQP process.

Accountable for the recruiting, mentoring and coaching of the plant’s Engineering Staff

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that has been able to grow from a high-volume machining facility into a facility that has

taken on such competencies as true profile gear cutting and high volume complex

transmission modular assemblies.

Implemented a Computerized Maintenance Management Software system, resulting in

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reduced spare parts inventory, improved preventative maintenance, and improved

tracking and predictive maintenance.

Champion for the implementation of Lean Manufacturing and Value Engineering

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principles within the organization.

Responsible for Capital budgets and performance estimated at five to twenty-four million

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dollars annually.

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Key member in a facility that has been able to exceed its 2.5 million dollar continuous

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improvement budget year after year.

Instrumental in facilities TS16949 certification in 2004.

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Complete approximately one-hundred new business estimates annually.

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Industrial Engineer

Manufacturing Production Estimator

The Boeing Company 1993 – 1994

Boeing Defense & Space Group

Oak Ridge, Tennessee

Recruited as an integrated product team member to initiate and develop detail

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manufacturing estimates during the planning stages of a sixty-eight million dollar new

airplane program.

Conduct negotiations of several organizations to research, develop, and coordinate

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ongoing activity to ensure adherence to cost and schedule target objectives.

Continually pioneer innovative methods for tracking budget and time expenditures while

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providing historical documentation for government audits and future program utilization.

Demonstrate consistent flexibility by responding to the issues and concerns of a

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dynamic environment within specific time constraints.

Industrial Engineer

Methods Analysis, Cost Analysis, and Scheduling

The Boeing Company 1988 – 1993

Boeing Defense & Space Group

Seattle, Washington / Palmdale, California

Determined improvements in manufacturing methods, procedures, equipment, and

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facility layouts in a continuous effort to reduce process flow time and improve

manufacturing efficiency for the B-2 Stealth Bomber airplane program.

Developed final assembly schedules for: 1) graphite/composite structural installations

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and repair, 2) control system installations and repair, 3) functional test work effort, and 4)

manufacturing tooling.

Analyzed manufacturing performance with the intent to establish SPC control limits to

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define performance trends, and/or variances.

Manufacturing manpower forecasting and impact analysis.

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Budget analysis and forecasting.

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Ensure compliance to military contracts and standards.

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Integrate Boeing work effort with sub-contractor and prime contractor work packages.

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Chaired weekly operations reviews presented to: Air Force officials, prime contractor

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executive management, and Boeing executive management.

Held a “Top Secret” Security Clearance

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Education

Masters Degree – Project Management

Indiana Institute Of Technology 40% Complete

Bachelor of Science Degree – Industrial Engineering

Kent State University December 1987

Kent, Ohio

References

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Available Upon Request

Contact this candidate