Manager Plant
Resume:
WAYNE T. LEHMAN
Broken Arrow, OK 74014
918-***-**** (Home)
918-***-**** (Cell)
abns3g@r.postjobfree.com
OBJECTIVE
Manufacturing/Safety/Maintenance Management
SUMMARY
Eighteen years of strategic manufacturing management experience, coupled with extensive and diverse first line
operations supervision, problem solving, project management and innovation. An impressive record of
accomplishments achieved by building/leading effective teams in every role. Continuously decreased and/or
controlled costs, improved safety/quality and increased daily production/overall plant capacity in order to
profitably meet explosive routine and emergency customer demands.
ACCOMPLISHMENTS
Strategic Management
• Total accountability developing and managing a $40 million operations budget and directing the activity of
25 salaried/250 hourly employees manufacturing pipe and tubular products for the oil and gas industry.
Over a 3-year period, implemented numerous culture changes, lean process improvements and special
projects that increased capacity by 30%, improved productivity 40%, controlled costs and improved safety.
• Eleven years experience developing lean strategies for and directing the daily activity of 90 hourly/5
salaried employees in the production, testing and maintenance groups. In addition to continuous process
improvement efforts, maintained good union/employee relations and led major quality process improvement
and work flow design projects that increased production by 33% and inspection capacity by 100%.
• Developed and managed a $6 million operations budget and directed the daily activity of 55 “represented”
employees on 3 shifts. Maintained good union relations and a balance between scheduling/staffing/materials
and the ability to meet customer demands. Achieved an 85% on-time delivery rate with less than 5%
overtime while also delivering 100% of an average 100+ “emergency” orders per year on schedule.
• Identified high potential employees and implemented a succession planning model for hourly employees
and supervisors. Efforts improved morale, insured continuity of production and reduced recruiting costs.
Over the last 10 years, 10 hourly staff have been promoted to supervision, 2 supervisors were promoted to
management responsibility and only 2 managerial positions were filled from outside the company.
• Made safety a priority and as Plant Manager initiated a culture change and implemented numerous
strategies, including twice daily safety briefings, to raise awareness and push accountability down to the
hourly employee level. Achieved and maintained recordable frequency and lost time rates by 2.7 and 1
point below industry norms, respectively, and reduced workers compensation cost by $400, 000.
Operations/Project Management
• Five years of first line-production supervision on as many as 3 production lines simultaneously. Continually
emphasized safety, quality and productivity improvement. Programmed and introduced new equipment,
devoted extensive time to employee training/communications and managed special projects. Improved
production by over 100 tons per shift and exceeded expectations with a 30% first pass yield improvement.
• Developed the capital expense request/sold the idea of replacing outdated/obsolete CNC machining and
hydro-testing equipment. Managed the request for proposal process, negotiated pricing, managed
purchase/installation of equipment. The 3-year, $4-million project(s) decreased downtime 19%, 4% better
than projected, improved quality by 10%, improved plant morale and met all Return-on-Investment goals.
WAYNE T. LEHMAN Page 2
Operations/Project Management (Cont.)
• Diligently monitored environmental and safety compliance efforts. Implemented, with the help of outside
consultants, an environmental awareness and reporting program that contributed to a 12-year perfect record;
never having received a non-compliance citation. Also worked closely with officials and rebuilt relations
with OSHA regulators.
• Recognized the need and directed the upgrade of obsolete heat treating furnace. Assessed needs and
developed proposal to upgrade insulation and controls on the 20-year old equipment. Completed the
upgrade on time and within budget, increasing the capacity and efficiency of equipment. The project
reduced fuel costs, eliminated major bottlenecks and improved performance of machine 12-15%.
• Took the initiative to review costs of high-volume consumables used in manufacturing process and
developed/implemented practices that reduced the monthly expenditure for these items by $40,000. Key
actions/results include but are not limited to:
o Selling used carbide tooling and generating $1,000 per month
o Using recycled thread protecting end-caps and reducing the costs by 30%
o Changing purchasing method for grease, purchasing in bulk instead of 55-gallon drums
• Faced with limited capacity, expanding product lines and outdated equipment took initiative to engineer and
manage installation and start-up of a new production line. Managed RFP, redesigned production floor space
and managed installation of equipment. Completed the $1.2 million project, which increased capacity by
33%, $300,000 under budget and within 5 days of planned start date.
• Personally designed new handling equipment and managed bids for equipment/contractors to revamp
product inspection line. Utilizing programmable controllers was able to perform both ultra sonic and non-
destructive testing functions simultaneously, improving productivity by 100%. Completed the $260,000
project which improved both capacity and quality of inspections for 10% under budget.
Innovation/Problem Solving
• Discovered and implemented a solution to a long-standing problem caused by the hydro-testing operation.
Recommended changing fittings from steel to brass alloy, calculated alloy component design requirements,
ran extensive testing and trained quality assurance employees in new techniques. Safely implemented the
new “tooling,” reducing reject rates by 20% and saving $250,000 in waste/rework.
• Recognized the need and developed/sold the capital expense proposal to add rail access to facility. Managed
all aspects of this $750,000 project including design, contractor selection, recruiting additional staff and
installation of new OSHA compliant loading docks. Efforts changed shipping mix to 40% rail car,
increased shipping ability/capacity by 30% and supported/insured $450,000 revenue growth.
• Developed production equipment to aid in the manufacturing of exotic metals such as titanium, stainless
steel, cupernickle and various grades of copper and aluminum alloys.
CAREER HISTORY
Independent Management Consulting 2008-Present
Delta t Limited, Tulsa, OK 2006-2008
Plant Manager 2006-2008
Erlanger Tubular Corporation, Catoosa, OK 1982-2006
Plant Manager 2002-2006
Plant Superintendent 1992-2002
Department Manager 1984-1992
Shift Supervisor 1982-1984
Spang and Company, Butler, PA 1977-1982
Shift Supervisor
SPECIAL SKILLS
Microsoft Word, Excel, PowerPoint, Outlook ISO-9000 Compliance
CNC Programming Lean Manufacturing Principals
Manufacturing Resource Planning (MRP) Speak Conversational Spanish
Contact this candidate