Manager Quality

Craig R. Walters

EXPERIENCED OPERATIONS PROFESSIONAL

Focused, results-oriented manufacturing and industrial leader with proven

ability to lead and develop strong effective teams. Experienced manager

with successful experience in driving quality metrics, operations

environments, project management, analyzing operations needs and creating

effective process improvements through problem solving, goal planning, and

team building.

AREAS OF EXPERTISE

Quality metrics Vendor relations Strategic Planning

Conceptualizing Troubleshooting Problem Solving

Forecasting Innovative Ideas Team Building

Analyzing Situations Process Improvement Coaching

PROFESSIONAL EXPERIENCE

Group Leader 2008 - 2010

Target Distribution Cedar Falls, Iowa

o Lead a team of 30 non-union team members

o Drive improvements in quality and productivity through project

management and vendor relations

Engineer 2005 - 2008

Iowa Gold Distributing Central City, Iowa

o Support company goals in many different areas

o Manage tasks in the areas of project development, human resources, and

IT

Production Manager 2004 - 2005

Rockwell Collins Cedar Rapids, Iowa

o Led a team of 25 union production workers

o Fostered productivity, implemented improvements, developed morale, and

ensured safety

Department Manager 2002 - 2004

Pella Corporation Pella, Iowa

o Managed a group of non-union employees

o Ensured employee safety, productivity, morale, and fostered process

improvement

EDUCATION

Bachelors of Science, Manufacturing Engineering Iowa State University,

Ames, Iowa

SELECTED ACHIEVEMENTS

QUALITY FOCUS

. Implemented best practice improvement action plan for first quarter

of 2010. Focusing on improving the compliance of the building,

which has been receiving red scores for 6 months in the areas of

compliance. Areas focusing on include food handling, process

adherence, training standards, and confidentiality. Driving

improvements through delegation, team involvement, and statistical

analysis.

SITUATIONAL ANALYSIS

. Analyzed material supply and demand of raw wood-stock material to

determine material needs. Using this data, lead a managing for

daily improvement team project to boost the output of 5/4" wood

with minimal equipment and labor costs. Put together a team of

individuals with different expertise to solve the problem. Boosted

the output of said product without any significant cost to the

company. Also resulted in a $150,000 annual material / quality

savings.

CONCEPTUALIZATION

. Created the concept and then co-lead the Kaizen to redesign wood

processing line. The line needed to improve its flexibility and

productivity to meat varying demand needs across shifts. Reduced

required man hours in the area by 30%, as well as improving the

flexibility and on time delivery capability of the area. Also

created a 25% reduction in inventory as a result of few people

being able to run a wider variety of parts in one shift.

. Created new cross training program. Referred to as 'Zone Manning'.

Because of slower demand periods, it was necessary to seasonally

scale down second shift. This made it necessary to have a very

versatile workforce. Each operator was given the opportunity to

learn two new jobs. Facilitators were also allowed to cross train.

This resulted in not only a great increase in flexibility, but

also several operators demonstrated unknown potential and gained

opportunities for advancement.

COORDINATION

. Developed common practices between vendors and inbound department

regarding labeling practices to best utilize new technology within

the building. Vendors past practices had allowed them to vary

their packaging and labeling, which is no longer feasible with new

technologies used for warehousing. Resulted in a reduction of

damaged items, and an increase in productivity due to less rework.

DEVELOPMENT

. Implementing new strategies to improve on time delivery and drive

in stocks from a distribution warehousing aspect. Focusing on

strategies to utilize productivity and quality improvements in one

bucket to better service downstream customers. Have improved store

in-stocks by 3% so far in 2010 vs. last quarter of 2009. Also have

reduced damaged product by 4% (dollar value).

TECHNICAL SKILLS

. Implemented a new metric for measuring productivity of parts

producing lines. The parts line measured productivity partially

based of final line production; however, these final lines did not

run during said shift. This made it impossible to determine the

productivity of the line, and negatively affected morale of

employees. Developed a spreadsheet that gave an easy to understand

productivity number for both the operators and managers. This

resulted in increased productivity through operator performance and

staffing knowledge.

319-***-**** (C)

319-***-**** (H)

348 Brentwood Dr. NE

Cedar Rapids, Iowa 52402

**********@*****.***

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