Manager Engineer

EDWARD M. HEFFERNAN

***** ***** *** ( Spirit Lake, IA 51360

Home 712-***-**** ( Cell 712-***-****

E-mail ******@*****.***

PROFESSIONAL PROFILE

Operations Executive successful at delivering corporate value in the power

sports, medical device and automotive industries. Produced industry

leading quality products for a $1.9 billion vehicle manufacturer. Led the

manufacturing engineering group for the largest division of a global, $7.2

billion medical device company. Designed and built custom manufacturing

equipment for a multi-site automotive supplier. Key qualifications

include:

. Effective budgeting and cost control, able to deliver significant cost

reductions.

. Identify and develop leaders to accelerate company growth and

organizational effectiveness.

. Established lean leader with success implementing highly structured,

continuous improvement teams.

. Proficient in developing manufacturing strategies to support multi-site,

worldwide organizations.

. Adept at negotiating win/win scenarios with multi-national suppliers.

. Capital project experience of multi-million dollar automation

installations and facility renovations.

. Strong in crisis management, able to set clear direction and get results.

. Experienced in product development teams with emphasis on Design for

Manufacturing.

. Effective in acquisition due diligence and working both sides of

production transfers.

EDUCATION

Master of Business Administration ( University of Minnesota ( Minneapolis,

MN ( 2008

Bachelor of Science in Electrical Engineering ( GMI Engineering and

Management Institute ( Flint, MI (1991 Thesis: Design and Implementation

of an Engineering Specification Test Machine (Automotive Seating)

PROFESSIONAL EXPERIENCE

2000 - Present POLARIS INDUSTRIES, INC.

Dec 03 - Present Polaris ( Director of Operations ( Spirit Lake,

Iowa

(550 employees, 70,000 units annually; ATV's, Utility Vehicles,

Personal Watercraft, Motorcycles)

Direct operations at the Spirit Lake facility, effectively managing the

team and $30 million budget to produce Victory and Ranger products at

industry leading quality levels. Products produced at the facility

generate in excess of $500 million in sales revenue for Polaris.

. Exited the personal watercraft business and transitioned the facility to

support side by side off road vehicle production. The transfer of

production to the Spirit Lake facility reduced logistics expenses by $2

million annually and finished goods inventory were reduced by $12 million

due to the mixed model assembly capabilities.

. Developed crating for side by side product that increased trailer density

and lowered transit expense by 80 percent.

. Annually delivered in excess of 7 percent productivity improvements while

introducing compelling new models.

. Reduced product warranty costs by greater than 50 percent to less than 1

percent of sales.

. Drove favorable performance through lean initiatives targeted at the

systematic elimination of waste including; kaizen process focused on

improving the value stream, daily management reviews, and implementation

of team lead structure.

. Led cross-site technology teams to benchmark and develop manufacturing

processes that provide Polaris with competitive advantages in our core

competencies. Key successes for the teams have been thin-film graphics,

weld arc monitoring, cost reduced processes, and adhesive bonded chassis.

. Stabilized Victory Motorcycles supply chain through targeted exits,

focused supplier development and improved specifications. Improvements

have shown through annual improvements in warranty, IPP100 and schedule

attainment.

July 00 - Dec 03 Polaris ( Production Manager ( Roseau,

Minnesota

(1000+ employees, 200,000 Units annually; ATV's, Utility Vehicles,

Snowmobiles)

Joined Polaris to expand my career with transition from engineering to

operations management and changing to the exciting power sports industry.

Initially managed a three shift, 240 person welding operation. Operations

role was expanded to include the paint and service part departments. The

larger role was $19 million budget with 400 employees.

. Completed a welding expansion which added six robotic weld systems with a

total of 13 robotic arms, reducing the labor content by 30 percent while

improving outgoing quality.

. Eliminated 2nd shift paint operations through quality and productivity

improvements with savings of $2.3 million.

. Delivered annual productivity improvements in excess of 7 percent through

lean, automation and DFM.

. Improved welder skills through customized training which reduced weld

related defects by 80 percent.

. Created and provided a customized lean manufacturing course for each of

the three manufacturing facilities.

. Led cross functional teams to influence product design, reducing

variability and product costs by 15 percent.

1992 - 2000 BECTON DICKINSON COMPANY

Held four positions of increasing responsibility at three separate Becton

Dickinson facilities. Becton Dickinson is a $7.6 billion, high volume

manufacturer of medical devices with global operations and distribution.

Dec 98 - July 00 Becton Dickinson ( Engineering Manager ( Sandy,

Utah

(1000+ employees, I.V. Catheters 200M units, Surgical Scrub Brushes 120M

units)

Engineering Manager in B-D's largest manufacturing operation in Sandy,

Utah. Hired to acquire and implement high level automation and to

reconfigure the operation to support demand for safety engineered medical

devices.

. Specified and procured three automation lines to provide 75 million unit

capacity for safety engineered catheters. The safety catheters provided

$375 million in sales revenue and the automation reduced labor by $3.5

million.

. Implemented lean manufacturing techniques to drive improvements in our

base catheter lines, reducing direct labor by 25 percent ($800,000) in

two years and space required for the operations by 200 percent.

. Responsibilities were increased to include Production Maintenance,

Toolcrib and Machine Shop functions in addition to the Engineering

Department.

. Increased budget and forecasting accuracy through activity based costing.

The ABC analysis highlighted the need to rationalize some products and

change pricing on other products to optimize profits.

. Established teams to coordinate the transfer of equipment and provide

training to our operations in Brazil, Mexico and Singapore. Worked with

technical resources at our acquisition in Sweden to establish best

manufacturing practices for producing catheters.

Mar 97 - Dec 98 Becton Dickinson (Engineering Manager (

Hancock, New York

(200 employees, Surgical Blades 100M units, Surgical Scrub Brushes 20M

units, Syringes 15M units)

Accepted position as Engineering Manager of the Hancock facility, enticed

by the opportunity to advance to management, while remaining active with

individual design projects.

. Led team that conducted site surveys in Brazil, Mexico, Puerto Rico, Utah

and Massachusetts to evaluate best location to transfer products produced

in the Hancock, New York facility. Generated cost estimates for

renovation, relocation and manufacturing costs at each location.

. Requested quotes from eight automation houses to feed surgical blades at

400 parts per minute. All vendors either declined to quote or proposed

automation exceeding one million dollars. Led internal design team,

creating a blade feeding mechanism that met requirements for $20,000 and

generated annual savings of $415,000.

1992-1997 Becton Dickinson ( Senior Mechanical Engineer (

Columbus, Nebraska

(800+ employees, Hypodermic Syringes and Needles 2,500 MM units)

Began career with B-D as a manufacturing support engineer and after two

years was promoted to central engineering with responsibilities for

developing manufacturing capabilities to support new product introductions.

1992. DOUGLAS AND LOMASON COMPANY ( Acquired by Magna Corp. ( NE,

IA, MI, MD

Worked as engineering intern with D&L while attending GMI Engineering and

Management Institute. After completing my degree, I accepted a full-time

position with Douglas and Lomason as a controls engineer in 1991.

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