Manager Engineer

BRUCE A. KOWALSKI

**** ********* **** **., **********, OH 419-***-****

EDUCATION

UNITED STATES MILITARY ACADEMY; West Point, New York 1982

Bachelor of Science: General Engineering

SUMMARY OF QUALIFICATIONS

Excellent Leadership Skills

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Excellent personnel management, communication and interpersonal skills

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Experienced with process and industrial engineering, as well as total quality

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management within a manufacturing environment

QS-9000 and ISO-9000 certified auditor

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Green Belt certified

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In depth knowledge of Statistical Process Control, and its use

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Profit and Loss responsibility and accountability

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Management of $40 million plant, with 125 employees

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Change management

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Computer experience (Word, Excel, PowerPoint)

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PROFESSIONAL EXPERIENCE

CAMPBELL SOUP 2005 to Present

Napoleon, OH Shift Manager

Served within the Processing/Packaging Department, supervising 72 individuals

and completing all responsibilities in complimentary fashion. Moved to the Blending

Department, supervising 80 individuals and assigned additional task to become

qualified and serve as a green belt facilitator within the facility. Since moved to the

the Filling Department, with 40 individuals, completing my exposure within

all of the Soup operation, within the facility. Then assigned within Prego/Pace;

a department that consists of three supervisors and 105 employees.

Within this assignment, I was selected from among all others within the

facility to serve and lead as a change agent within the organization – as this

department was chosen to spearhead a new continuous improvement and employee

engagement effort within the facility, and “Produce to Demand” within all of

Campbell’s. I now serve as a shift manager within Soup (5 supervisors and

230 employees) with task, again, to implement continuous improvement and employee

engagement within our facility’s largest production group.

CONAGRA FOODS 2004 to 2005

Omaha, NE Operations Manager

Overall responsibility was that of production improvement, within a processed meat

facility, with a unionized production employee base of 225 individuals, 6 production

supervisors, and one continuous improvement leader. Within a 1 year period,

production throughput increased 17%, creating favorable ($/man-hours) savings of

$900,000. Combining jobs and redistributing work, we also realized additional

annualized savings of $280,000.

To add, the safety incident rate was improved 77% (reducing Worker

Compensation $/Hr by .061), schedule adherence was improved 36%, and quality

was maintained at a goal of 99.5%.

All of these accomplishments were realized short a quality manager, safety manager,

a full compliment of supervisory staff, and a production workforce that included a

temporary headcount of 15% - 20%. As such I was required to wear many additional

hats, which also demanded significant personal involvement with the USDA, HACCP,

GMP’s, OSHA, and the plant’s contracted daily sanitation requirements.

CONAGRA FOODS 2003 to 2004

Rossford, OH & Archbold, OH Process Improvement Engineer

Overall responsibility was that of cost improvement and to challenge status quo,

which realized savings of over $3 million within a one-year period.

Addressing methods, materials, machine speeds and downtime, we

positively impacted throughput and efficiencies. More importantly,

the mindset and culture within each facility were greatly improved.

GENERAL MILLS, INC. 2000 to 2002

Toledo, OH Cereal Process Leader

Served as Cereal Process Leader and manufacturing coordinator with Engineering,

Maintenance, Quality, Sanitation, and Environmental Staff.

Lead the department’s safety team, and was a member of the facility’s safety

committee. By means of analytical problem solving skills, communication and team

building, many successes were realized.

Process Improvement Teams studied start-up, change-over and production

procedures, which lead to the development of new processes resulting in overall

production improvement of 21% in a two-year period.

Designed and implemented waste tracking reports, to benchmark standards, set

goals and motivate team members, which lead to a 36% reduction in waste.

Earned excellent sanitation ratings, exceeding FDA standards, through proper training

and staff utilization. Focused individuals on quality standards through diligent

execution of quality audit procedures, taking quick corrective actions, resulting

in a 29% improvement in overall product quality.

TECUMSEH CORRUGATED BOX 1998 to 1999

Perrysburg, OH Plant Manager

Promoted internally to this assignment, I was responsible for the operation of the entire

$40 million facility, with 7 direct reports and 125 employees. Coupled with the one

year period served as Production Manager, our improvements within two years

included:

Category/Measurement Percent Improvement

Growth (Volume) 65

On Time Delivery 10

Waste Reduction 21

Productivity 27

Quality 55

Uptime 73

Raw Material Consumption 22

To add, we achieved QS-9000 accreditation and passed two successive audits.

TECUMSEH CORRUGATED BOX 1997 to 1998

Perrysburg, OH Production Manager

Much like my previous assignment, my primary responsibility was that of Production

and Productivity Improvement. In addition, I was responsible for Safety, Quality,

Maintenance and Shipping. Due to the plant’s success, I was awarded the position of

Plant Manager.

(The Production Manager’s position would be dissolved, and I

assumed the workload and responsibility of both positions – Plant Manager and

Production Manager.)

GEORGIA-PACIFIC 1994 to 1997

Milan, MI Plant Superintendent

Production management of $50 million plant, with 6 direct reports and 125 employees.

Overall plant productivity improvement was that of 32%. In addition, Quality

improved an additional 30% during this time period, and the facility experienced

its best safety performance ever. Also, I lead the facility’s “Cultural Committee”,

assisted with implementation of ISO-9000, and continuously lead, and/or participated,

on several Process Improvement Teams. Also, I served the facility, leading meetings

with our external customers and suppliers, and I served as the plant’s Environmental

Engineer.

GEORGIA-PACIFIC 1991 to 1993

Milan, MI Quality Manager

Primary responsibility is that of Quality Improvement within the Milan facility. Using

“Cost of Quality” as a measurement tool, Milan’s quality improved to a level beyond

360%, as compared to the level of quality prior to my arrival.

Using a multitude of quality tools, while incorporating the experience and knowledge

of the union workforce, plant manufacturing processes improved significantly.

In addition, having formed Process Improvement Teams within the plant, we worked

to enjoy much greater experience with our supplied incoming material as well. And,

having gone out and learned first hand our customers’ requirements, we enjoyed much

quicker/rewarding results. In addition, I served as direct liaison with our largest

account (Proctor & Gamble).

I also served as the facility’s Environmental Engineer, and was assigned as a

permanent member of the Plant Safety Committee.

GEORGIA-PACIFIC 1989 to 1990

Newberry, SC Industrial Engineer II

Transferred to the Newberry facility, charged to increase productivity while

maintaining quality improvement. While present the plant surpassed all productivity

levels, as established within the preceding 17 years.

Productivity steadily climbed from a total labor efficiency of 85.9 to that of 95.5.

Continuous productivity improvement can be achieved, while keeping quality the

#1 priority (married with safety).

I also substituted for Supervisors as required, and again served as the plant’s

Environmental Engineer.

GEORGIA-PACIFIC 1987 to 1989

Milan, MI Industrial Engineer I

Overall responsibility was to reduce the cost of manufacturing, and to assist the

Production Manager. As such, I became involved in all of the plant’s operations, as

listed below:

Reporting procedures, production reports, productivity calculation.

Time study, establishment and maintenance of work standards.

Methods improvement, both manual and machine.

Assistant to the plant’s Quality Manager.

Coordinate the installation of new machinery, and all machine rebuilds.

Serve as the facilitator of several process improvement teams.

Establish and maintain the plant’s waste control program.

Write up Capital Expenditure requests/justifications.

Serve as the facility’s Environmental Engineer, implementing from scratch all

requirements mandated by local, state and federal governments.

UNITED STATES ARMY 1982 to 1987

nd

Officer (2 Lieutenant – Captain)

Infantry Platoon Leader, Company Executive Officer, Battalion Personnel Officer, and

Brigade Director of Plans, Training and Mobilization

TRAINING AND DEVELOPMENT

Deming’s Quality Management Program Statistical Process Control

OSHA Safety (30 Hour course) ISO9000

Government Environmental Standards QS9000

Better Processing School – Purdue University

Glass University – Owens Illinois

AWARDS/CERTIFICATIONS

ISO & QS Certified Auditor

Green Belt certified – University of Toledo

Army Airborne Badge

Army Ranger Tab

Expert Infantryman Badge

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