Manager Six Sigma

CAL TINSLEY

*** * ****** ***** ? Aurora, OH *****

330-***-**** Cell ? 330-***-**** Home ? **********@**********.***

MANUFACTURING MANAGEMENT / SIX SIGMA BLACK BELT

Manufacturing Manager with P/L responsibility experienced in the metals

processing, testing, service and machining industries. Track record of

success managing continuous improvement of quality, delivery, safety,

processes, and cost reduction. Over 20 years using tools such as Six Sigma

and Lean Manufacturing principles to drive continuous improvement. Trained

as Six Sigma Champion thru Brush Wellman and AIT. Trained as Six Sigma

Black Belt thru Simplex Grinnell. Strong problem solver with an

interactive management style successful at implementing non-traditional and

high performance work teams with a focus on employee involvement, analysis,

and customer needs. Skilled in:

Multisite Plant Management Six Sigma / Lean International Business, Asia

Manufacturing /Europe

Turnaround Management Kaizen Improvement Teams Customer Focus Teams

Greenfield Start ups TPM / 5S / TOC Labor Relations & Negotiations

Management in Joint Health & Safety Union / Union Free Leadership

Ventures Improvement

SWAGELOK COMPANY Cleveland, OH 2007 to 2010

Privately-held global supplier of fluid system products and solutions.

Manager Manufacturing Support (2008 to 2010)

Led Maintenance Organization of Supervisors, Reliability Engineers,

Technicians and Planner / Schedulers through the implementation of

Reliability Excellence business processes and the improvement of equipment

reliability.

> Project Manager for evaluation, selection and implementation of new

CMMS software. Installed software on time and within budget.

> Led maintenance improvement and migration from reactive to proactive

approach.

> Managed 2 Reliability Engineers

- Reduced unplanned maintenance downtime from 12% to 5%.

- Reduced maintenance spend by $1 million.

> Member of the leadership team responsible for operational capacity

through Reliability Excellence.

Plant Manager (2007 to 2008)

Managed Operations of Aurora, Branston, Kenmore 1 facilities. Coordinated

the move of all 3 facilities' equipment and associates to 1 facility,

Highland Plant.

> Managed 5 Manufacturing Engineers in selected improvement initiatives.

- Set up reduction on constrained machines saved over 200 hours on 5

machines

- Doubled tool life through improved coolant management standard work.

- Streamlined routings on key product family reducing process time from 4

days to 1 day.

- Justified, purchased, and installed controls upgrade to 5 machines. New

technology reduced process time, improved quality, reduced machine

downtime

- Reviewed and updated over 150 standard work instructions related to

machine and work area related daily activities.

> Coordinating the move of all 3 facilities' equipment and personnel to

Highland Plant.

SIMPLEX GRINNELL Cleveland, OH 2006 to 2007

Provider of fire alarm, fire sprinkler, fire suppression, and integrated

security systems.

Six Sigma Black Belt

Drove down excess costs associated with inspection processes from $157,000

to $48,000 in 7 months at 1 site. Roll out projected to save $6 million

across 60 districts.

> Implemented standard pricing tool improving accuracy for estimated

hours.

> Implemented process to quote and execute out-of-scope work.

NSL ANALYTICAL SERVICES, INC. Cleveland, OH 2004 to 2005

Independent commercial materials testing laboratory. Organization performs

chemical and metallurgical analysis of all types of materials, metallic or

non-metallic, powdered, solid, or liquid, from less than 1-ppm to 99.999%

using ICP-OES, ICP-MS, DC Arc, Spark, XRF, Leco C/S, Leco N/O, Leco H, Wet

Chemistry, and SEM. Laboratory is ISO/IEC 17025 and NADCAP certified.

Operations Manager

Managed laboratory operations and maintenance, customer support functions,

building and grounds with 40 employees, 25 chemists and technical

personnel and 5 direct reports including functional area supervisors.

Member of Senior Leadership Team reporting to the President. Accountable

for safety performance, production and maintenance, costs, and staffing.

Recruited to lead improvement of laboratory operations in order to support

strategic plan to double sales over 3 years. This included implementing

world class manufacturing, leading process improvement, and being a change

agent to promote principles of high performance work culture.

> Achieved record levels of throughput while improving on time delivery

from 60% to 85% using employee involvement within 4 months.

> Implemented Lean Manufacturing and 5S principles.

> Developed reporting systems to achieve high, real time visibility of

laboratory operations.

> Developed metrics for laboratory for continuous improvement efforts.

PMX INDUSTRIES, INC. Cedar Rapids, IA 2003 to 2004

Leading US supplier of copper and copper alloy strip products.

Area Manager Rolling

Responsible for UAW union workforce of 250 employees and 15 management

employees in a continuously operating facility with 4 direct reports

including functional area coordinators. Member of Senior Leadership Team

reporting to the President and COO. Accountable for safety performance,

production and maintenance, costs, staffing, and supply chain improvements.

Recruited to lead turn around; implemented world class manufacturing, led

process improvement, and drove change toward high performance work culture.

> Reduced WIP inventories 15% through Kaizen, Lean Manufacturing and TOC

principles.

> Reduced rejects 5% and reduced rework 15% in 4 months through employee

involvement & Six Sigma.

> Increased On Time Delivery from 70% to 90% within 2 months.

> Reduced grievances from 25 to <2 per month in 1 month by managing

through influence. Improved relationship with Union through cooperative

effort to balance business and employee needs.

BRUSH WELLMAN, INC.

Fully integrated producer of beryllium-containing alloys supplying

worldwide markets with beryllium products, alloy products and engineered

material systems.

Director of Operations, Elmore, OH (2000 to 2002)

Directed non-union workforce of 450 employees and 45 management employees

in a continuously operating facility with 5 direct reports including

Production Planning Manager and 4 Business Unit Managers. Member of Senior

Leadership Team reporting to the Plant Manager. Accountable for safety

performance, production, costs, staffing, and supply chain improvements.

Recruited to lead process improvement initiatives and to act as change

agent to promote principles of high performance work culture.

> Trained as Six Sigma Champion supporting five Black Belts through their

projects.

- Held project reviews to assure that the project was progressing as

planned and that the results were aligned with the needs of the

organization. Also an opportunity to identify other potential areas of

improvement.

- Managed project solution implementations

- Worked with finance to verify project savings.

- Led effort to assess, select, and assign projects.

> Used Six Sigma techniques and employee involvement resulting in:

- Increased capacity of constraint unit 30% in 2 weeks with no equipment

improvement or capital spending.

- Reduced OSHA recordable injury rate from 22.3 to 9.0 and in a specific

business unit from 45.5 to 10.1 in 16 months.

- Increased product yield in 1 product from 42% to 56% in 8 months and in

another product from 50% to 57% in 11 months.

> Worked directly on the implementation of Six Sigma and Lean Manufacturing

systems. Championed 4 of the 11 Black Belt projects.

> Led Productivity Improvement Team, achieved a 25% reduction in direct

variable cost to produce key strategic product within one year.

> Restructured work system from 9 specific positions in 3 functional areas

where employees are multi skilled and flexible. Initiative driven by a

50% long-term loss in production demand as the economy softened.

THOMAS STEEL STRIP (Division of Hoogovens Steel) Warren, OH 1999 to

2000

Steel processing and plating, unionized company employing 700 employees.

Hoogovens merged with British Steel to form Corus in 2000.

Director, Manufacturing Services

Directed union workforce of 370 employees and 55 management employees in a

continuously operating specialty strip facility with 6 direct reports

including Production Planning Manager, Quality Manager, Maintenance Manager

and 3 Department Managers. Member of Senior Management Team reporting to

CEO. Recruited to lead, as change agent, a culture transition toward

management / workforce cooperation and employee involvement.

> Established 2 separate cross functional groups as Customer Involvement

Teams that focused on improving issues at customer facilities.

Director, Manufacturing Services...Continued

> Initiated special employee breakfast meetings, regular meetings with

union leadership, and monthly employee meetings that improved

communications, understanding, and trust between management and

workforce.

> Significantly improved facility organization and cleanliness over a 6-

month period using 5S principles.

LTV STEEL COMPANY IN, PA and OH 1980 to 1999

Second largest US steel manufacturer. Selected to work on a JV with

Sumitomo Metals of Japan, L-S Electro-Galvanizing Company, focused on

galvanizing steel for the automotive industry.

Area Operations Manager, #2 Tin Mill, East Chicago, IN (1998 to 1999)

Led 420 union workforce employees and 35 management employees in a

continuously operating facility with 8 direct reports including Production

Control Supervisor, Quality Manager, Maintenance Manager and 5 Department

Managers. Accountable for Tin Mill operations including finished product

warehouse and shipping operations.

Plant Manager, L-S Electro-Galvanizing Company, Cleveland, OH (1992 to

1998)

Led 72 union workforce employees and 23 management employees in High

Performance work system. Responsible for all operations and maintenance of

continuous flat rolled steel electro-galvanizing line, related chemical

plant, receiving and shipping areas.

> With Union President, participated in and presented to President

Clinton's Future of the American Workplace Conference in Chicago,

representing example of a high performance work environment, July 1993.

> Led effort to qualify for and receive 33 METALPRODUCING magazine's Top

Operation and Plant award in April, 1994.

> Part of negotiating committee for local USWA labor contract.

Manager of Operations, L-S II Electro-Galvanizing Company, Columbus, OH

(1989 to 1992)

Led 65 union workforce employees and 21 management employees in High

Performance work system. Responsible for all operations and maintenance of

continuous flat rolled steel electro-galvanizing line, roll coat paint

process, related chemical plant, receiving and shipping areas.

> Contributed to successful construction and start-up of new Greenfield

electro-galvanizing facility on time and within budget. Led effort to

hire staff and workforce.

> Traveled to Japan and Europe for technology transfer of electro-

galvanizing and equipment build.

Quality Assurance & Process Engineer, L-S Electro-Galvanizing Company,

Cleveland, OH (1987 to 1989)

Managed Total Quality System. Facility certified to QS-9000 and ISO 9002.

Process Coordinator, L-S Electro-Galvanizing Company, Cleveland, OH (1985

to 1987)

Held Several Positions, increasing responsibility, Integrated Steel Plant,

Aliquippa, PA (1980 to 1985)

EDUCATION & TRAINING

B.S. Civil Engineering, University of Pittsburgh at Johnstown

Six Sigma Champion & Lean Manufacturing Training, AIT (Advanced Integrated

Technologies), 2001

Six Sigma Black Belt Training, Simplex Grinnell, 2006

LTV Steel

Integrated Process Control, Six Sigma, Center for Creative Leadership,

Greensboro, NC, 1989

LTV Steel (based on Motorola System)

Kaizen / TPM / 5S Lean Manufacturing

High Performance Team Training TOC (Theory of Constraints)

Technology

Minitab Statistical Analysis Software Microsoft Word, Excel, PowerPoint,

Outlook, Visio, Project

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