Manager Customer Service
Resume:
Anthony Calanni
North Ridgeville, Ohio 44039
440-***-**** Home 440-***-**** Cell
Plant Manager / General Manager / Director of Lean /
Supply chain management / Engineering Manager
Proven P&L Manager with more than 15 years experience in both union and non-
union facilities, primarily in low volume / high mix environments.
Recognized for leadership and vision in operations management, business
development, Lean manufacturing implementation (Green Belt), and supply
chain improvement in metalworking and diversified industrial companies.
Track record of success in turnaround opportunities. Consistently realized
significant improvements in productivity, efficiency, quality, customer
service and profit. Experienced in outsourcing projects to Asian and
Eastern European vendors to not only help realize cost savings, but to also
enable facilities to focus on core competencies.
PROFESSIONAL EXPERIENCE
Swagelok, Solon, Ohio November 2009 - Present
Sourcing Project Contractor
Supporting large scale in-sourcing project to transfer outside vendor
product to Swagelok owned enterprises in China and Isle of Man, U.K. Main
duties include identifying parts and the platforms they will be produced
on. If current platforms do not exist, then coordinate the identification
and justification of new capital. Primary markets include oil, gas,
general industrial, and semiconductor.
Precision Castparts Corporation, Mentor, Ohio March 2009 -
August 2009
Section Manager - Wax Operations
Responsible for all day to day operations of the wax pattern department of
a $220MM investment casting facility primarily involved in the manufacture
of airfoils for the Industrial Gas Turbine (IGT) market. Heavy involvement
in new product development and launch.
. Main measurement for facility is Variable Cost per Earned Standard
Hour where my team has quickly realized a 20% improvement.
. Implemented many lean manufacturing aspects such as visual management,
FIFO, and Kanban.
. Working with Theory of Constraints as main daily measurable.
. Labor Utilization improvement of 25%
Kennametal Corporation, Solon, Ohio 2007 -
2009
Plant Manager
Recruited to improve performance at a historically under performing steel
tooling facility. Complete operational responsibility for 180,000 square
foot plant with 350 employees on three shifts and $50MM annual sales.
Primary customers were Boeing and related tiers of suppliers, automotive
OEM's including transplants, and the majority of OEM's in the machine tool
industry. SAP system knowledge.
. Turned around historically under performing facility with recent
employee unrest.
. Formed management team that included the hiring of a quality manager
and a materials manager, while integrating two manufacturing managers
who were new to their roles.
. Reduced late orders from $2,400,000 to under $200,000 by implementing
visual management techniques, aligning operations to be value stream
oriented, clearly communicating expectations to the hourly and office
workforces, and instituting standard work and other Lean tools
throughout the organization.
. Achieved 30% improvement in sales per labor hour and improved primary
customer service metric (Fill Rate) from 60% to 95%+.
. Outsourced major product line to a vendor in India.
. Oversaw startup of production for shipment under private label
agreement with Asian customer, requiring extensive standard operating
procedures to maintain suitable quality levels.
. Continuously interacted with other global Kennametal manufacturing
facilities to assist with shifting production volumes to those
facilities with open capacity.
. Installed more than ten pieces of capital equipment, consisting of 4
and 5-axis high speed CNC mills, state of the art CNC grinders, and
multi pallet machining centers.
. Realized other significant improvements including:
o Overtime reduction from more than 15% of total labor hours to
less than 1%.
o Big 3 spending reduction of over 30%
o Outsource spending reduction of 30%.
o Automated tooling management system, which reduced tooling costs
more than 25% while significantly reducing the number of item
masters.
o New MRO vendor agreement with savings of 15%.
o New product development
Parker-Hannifin Corporation, Hydraulic Valve Division, Elyria, Ohio
1998 - 2007
Operations Manager II 2005 - 2007
Complete facility operational responsibility for HVD Hicksville location -
$70MM annual sales. Primary markets served were mobile industrial: Refuse,
Agriculture, Lift Truck, etc
. Tasked with achieving and maintaining double digit ROS at historically
under performing facility.
o FY'05 ROS = -1.1%, FY'06 ROS = 9%, FY'07 ROS = 11.7%
o FY'07 DSI of 33 Days, JOP was 45 Days
. Assumed additional responsibility of In-Line Valve Product Manager in
2006.
o Responsible for sales and marketing initiatives of Republic,
Colorflow, Manatrol, and Ball Valve lines. Markets served
included: General Industrial, Aerospace, Automotive, Government
Contracts, etc
Operations Manager III 2004 - 2005
Duties included: Electro Hydraulic Systems Value Stream Manager, Republic
Value Stream Manager, as well as Shipping / Receiving Manager.
. Assumed complete P&L responsibility as Value Stream Manager with $12MM
annual sales.
. Managed hourly and salary personnel through use of Value Stream
management philosophy.
. Transformed historically under-performing Value Streams into
significant bottom line contributors
o Republic ROS progression: FY'03 = 6.4%, FY'04 = 13.5%, FY'05 =
27.2%, FY'06 = 34.8%, FY'07= 39.8%
. Responsible for sales and marketing initiatives for Republic/Manatrol
product lines as Product Manager.
. Additionally assumed role of Manufacturing Engineering Manager to
support ME's in other Value Streams.
Team Leader / Continuous Improvement Manager 1998 - 2004
. Team Leader:
o Led all CNC manufacturing areas. Involved in product
rationalization, design for manufacturing, and make vs. buy
decisions along with day-to-day operational activities.
o Responsible for three product lines with annual sales in excess
of $10MM.
. Continuous Improvement Manager:
o Responsible for throughput / productivity improvement projects
from conceptualization through implementation. Applied various
Lean Manufacturing concepts including design for manufacturing,
work cells, 5S, Kanban, Value Stream Mapping, Kaizen events,
etc.
o Involved with training and education of management and hourly
workforce in lean techniques
o Positive results achieved in areas of customer service,
inventory reduction, employee moral, throughput, etc.
Plastech Stamping Division - Cleveland Plant, Cleveland Ohio
1996 - 1998
Manufacturing Engineer
Education
Master of Business Administration
Kent State University, Kent, Ohio
Bachelor of Science in Mechanical Engineering Technology
Cleveland State University, Cleveland, Ohio
Military Experience
United States Marine Corps 1987 - 1992
MCAS Yuma, Arizona; Honorably discharged with the rank of Corporal (E4).
Crewmember of a Hawk Missile System Battery in Desert Storm. Served as the
Non-Commissioned
Officer in Charge of nuclear, biological, and chemical warfare training for
approximately 600 Marines.
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