Manager Plant
Resume:
DONALD A.
LACOMBE
Zephyrhills,Florida
cell 615-***-****
***.*******@*****.***
CAREER OBJECTIVE
Seeking a management position that would utilize 25 years of Plant
Management experience and skills in the following areas:
* Lean Manufacturing * P/L Responsibilities * Distribution * Inventory
Reductions * Cost Reductions * Product Launch
* Plant Start-up/Relocations * Waste Reductions * ISO/TS 16949* New
Business Growth * Total Customer Satisfaction
SUMMARY OF SKILLS AND ACCOMPLISHMENTS
I have managed at several different facilities,bringing to them positive
financial results along with quality improvements and
certifications. Products produced include molded and decorated products for
automotive, appliance, building and consumer industries.
I lead manufacturing with the use of lean manufacturing techniques and
drive continuous improvement with metrics to achieve top notch delivery,
quality and value to both external and internal customers. I have had P/L
responsibilities at all locations I have managed. Also I have been
involved in customer sales growth through low cost, high quality and name
recognition. I take pride in team building. The process's that I have been
involved with include injection molding, paint,decorating, welding,
assembly and metal forming.
CAREER EXPERIENCE
Sept. 03 - September 09 Fortis Plastics Fort Smith, Arkansas
PLANT MANAGER $24,000,000.00 sales 200 employees
Manage Injection Molding Facility in Arkansas. The plant Has 48
molding machines ranging
from 110 ton up to 1000 ton. Plant is automated with the use of
robots and conveyors to reduce labor and control process. Lean
manufacturing concepts are used to lower cost. The plant is ISO
90001 and supplies to the US and Mexico.Secondary process' s
are sonic/vibration welding, heat staking, hot stamp, pad print
and assembly. Supplied highly decorative parts to Whirlpool. Plant
runs a 24/7 operation to support just in time shipping. After
arriving in 2003, I was able to improve the plant profitability through
team building and by using "lean thinking". The plant employee's
soon began to benefit through profit sharing and bonus payouts.
June 01-August 03 Alcoa Home Exteriors Gaffney, South Carolina
MOLDING MANAGER - 115 employees
Managed molding and assembly departments with 30 machines and
assembly equipment including vibration and sonic welding.
Molding machines ranged from 75 ton to 3500 ton. Molding
department utilized a KANBAN system. The use of Lean Manufacturing
resulted in scrap and labor improvements throughout the operation.
Change over was reduced by 50% while implementing APS.
Products included accessories for the housing industry. With over
100 colors, we used small lot size's' and utilized quick
change over techniques to reduce inventory. Cellular Manufacturing
was implemented to reduce labor.
Sept. 82-Dec.00 Aeroquip / Eaton Corporation NC, MI, IN
PLANT MANAGER - at several different Aeroquip locations from 1994
until 2000
Mooresville,North Carolina 1997-2000 (Fluid Connectors
Division)
Focus Factory Manager $18,000,000,00 sales, 105 employees
Managed product line for European customers. ( V.W.,B.M.W.,
Mercedes Benz ) Responsibilities included manufacturing,
quality,engineering and profitability. Moved equipment,employees
and tooling from Michigan to North Carolina. This involved
producing all banks and obtaining full customer approvals.
Built a new staff and hourly work force in North Carolina.
Process's included aluminum brazing, c.n.c. tube bending,leak
testing end forming and assembly.
Kendallville,Indiana 1992-1997 (Automotive Plastics Division)
Plant Manager $16,000.000.00 sales, 250 employees
Leadership skills were used to provide direction to a plant that
had lost money for two straight years. At the end of 1992 the
Kendallville plant was profitable and has been ever since. It
was months from being shut down in March of 1992 when I arrived.
The plant manufactured extremely difficult plastic dashboard air
vent assemblies for Ford Motor Co. Plant achieved Ford Q-1 in
1992 and QS -9001 in 1997. The Aeroquip Quality Plus award
(Malcolm Baldridge) was achieved in 1995 through plant wide
teamwork. Inventory was reduced by 25% using Kan Ban and JIT lot
size's. Implementation of Cellular Manufacturing contributed
to a 35% labor savings. Using lean manufacturing techniques
we achieved measurable results in the reduction of scrap and waste.
Manufacturing process's were injection molding,
painting,assembly, hot runner systems and table top molding machines. Plant
had
32 molding machine ranging from 9 ton to 550 ton. A painting
and assembly department is on site.
Port Huron, Michigan / Mt. Clemens, Michigan 1984-1992
(Automotive Plastics Division)
Plant Manager $10,000,000.00 130 employees
In 1989 growth forced the plant to relocate to a larger
facility in Port Huron, Michigan. The relocation consisted of only 25% of
salary and hourly employees making the move. A new staff and
hourly group needed to be recruited and trained. Starting in the
first year the plant annually exceeded the profit plan and met
customer expectations in quality,price and delivery. We utilized
lean manufacturing concepts from the start of production. The
plant layout was set up properly from the beginning. The plant
has 25 molding machines ranging from 75 ton to 500 ton along
with assembly and decorating equipment. The secondary process's
were hot stamping,sonic welding,heat stake,pad print and
vibration welding. Process improvements in manufacturing resulted in
15% productivity gains while reducing scrap by 20%. Plant
maintained high quality ratings at Ford, G.M. And Chrysler. In four
years the plant went from 12 molding machines making shoot and
ship parts to 25 molding machines and a secondary finishing
department. This was made possible by excellent relationships
with our customer and our ability to move new business into
our plant and rapidly produce approved parts.
Sterling Heights, Michigan 1980-1984 ( Injection Molding
Automotive-Sterling Plastics Inc.)
General Foreman 75 employees
Advanced through the the company by making strides in
continuous improvement and strong leadership qualities. While working
may way up through the ranks I was using lean manufacturing
concepts before they had a name. I was brought up in a very lean
culture and have embraced it. Hard work and dedication is the
only way I know, along with having a strong "sense of urgency".
EDUCATION / TRAINING
Cousin High School Warren, Michigan - graduated
Wesleyan College Ft. Wayne Indiana
* Quality Systems Auditor training ( ISO/QS-9001)
Trinova Management Center Maumee, Ohio
* Excellence in Manufacturing 1 * Negotiate to Win
* Excellence in Manufacturing 2 * Managers Competing
Globally
* Excellence in Manufacturing 3 * Malcolm Baldridge
Auditor Training
*Accounting and Measurement ( income statements)
Alcoa University Sidney, Ohio
* Toyota Production system
PROFESSIONAL ORGINIZATIONS
*Society of Plastic Engineers
* Junior Achievement Vice President J.A. Board, Classroom
consultant
* Member Donelson Fellowship Church
* Upward Basketball Coach
Hobbies
Golf, Softball, Camping, Walking, Animals
Married (26 years )
Contact this candidate