Sales Manager

James E. Lundstedt

** ******** **** *********, ** 08048

Home: 609-***-**** Cell: 609-***-****

***********@*******.*** www.linkedin.com/in/jimlundstedt

SENIOR MANAGER / DIRECTOR

Tooling Technology ~ Project & Process Engineering ~ Technical Sales ~ Operations

20+ years of cross-functional accomplishment managing manufacturing engineering, maintenance operations, and technical sales,

providing uncommonly broad and valuable insight and perspective to help companies seeking to:

Diversify into new markets, building strong customer relationships and growing sales

Minimize scrap and waste, implementing best practices to maximize efficiency while cutting costs

Optimize up-time to world-class levels, proactively and efficiently managing maintenance operations

Increase system reliability and yields, identifying and solving root causes of die failures

Build organization capable of effectively handling new business while maintaining overall productivity

Improve facility safety, creating a safety-focused culture that emphasizes prevention

Natural talent for evaluating manufacturing engineering operations and quickly pinpointing opportunities for improvement. Outside-

the-box thinker with proven ability to dig deep into root cause analysis, going far beyond topical causes to develop real, lasting

solutions. Accomplished senior manager, particularly skilled at recognizing then providing mentoring to develop and optimize

individual leadership talents of personnel. Extensive background implementing Lean and continuous improvement initiatives.

PROFESSIONAL HISTORY

Aluminum Shapes LLC, a division of Signature Aluminum – Delair, NJ 2002 – 2009

$400 million manufacturer of custom aluminum extrusion products for a national customer base.

DIRECTOR OF DIE ENGINEERING AND DIE CORRECTION

Led team of 3 managers overseeing 24 union personnel and managed $3 million annual tooling budget. Evaluated “extrudability”

and fit to equipment of all new business; selected, purchased, and inspected new tooling; evaluated die designs prior to

manufacturing new tooling; and ensured production worthiness of tooling through maintenance and repair. For 18 months,

simultaneously managed maintenance department.

Contributions Snapshot: Hired to lead turnaround of a poorly performing die and tooling operation that was completely lacking

performance tracking measures and was suffering from low levels of management and personnel accountability. Led the charge in

rolling out improved systems and leveraged industry network to develop and integrate best practices. Exceeded expectations and

goals, significantly strengthening performance of die families and extrusion runs, heightening both safety and uptime, improving

communications, and increasing market share.

Selected Results & Achievements:

Improved safety and lowered extremely high incident rate (TCIR) from 15+ initially to 6.6 in 2008 and zero YTD in Q1

2009 through continual enforcement of policies and proactive identification of potential hazards.

Fine tuned design attributes and produced 90+% extrusion run success rate (increased from unacceptable benchmark of

80%) through variety of procedural, process, and program improvements:

Implemented performance dashboard for visual inspection and evaluation of extrusion runs

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Introduced daily die performance meetings to analyze run failures and root causes

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Overhauled die correction methodology to enable repeatability and measurement of correction

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Created feedback loop system that archived corrections performed for future referral

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Established new communication reporting system for extrusion foremen

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Launched new tool inspection/cleanliness program and zero-substitution tooling policy

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Collaborated with vendors to identify and eliminate repeated problems within die families

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Increased die setup performance to 90% from initial 60% rate by implementing a simplified scheduling system, cutting out

downstream bottlenecks, and maintaining a tooling inventory system.

Delivered 50% improvement in die performance (increased IPM average from 8 to 12) by assembling Lean Green Belt

team to evaluate the top 20 die design shapes and implementing cold and fast extrusion practices.

Raised maintenance department uptime 10 percentage points to 90+% and saved $1 million in third-party labor by

creating new 4x4 manning program, developing formal PM program, rolling out new CMMS, and implementing “Blitz”

program that enabled more efficient correction of problems.

Captured new customers and won a competitive edge within the architectural shapes market by developing die design

technology that minimized imperfections and perfected extrusion conditions to produce a world-class surface finish.

James E. Lundstedt

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EXCO Extrusion Dies – Chesterfield, MI 2001 – 2002

$6 million supplier of extrusion dies and tooling to the metals extrusion industry worldwide.

TECHNICAL SALES MANAGER

Managed a team of 2 technical sales reps in sale of aluminum extrusion dies throughout the U.S. Developed sales and business

development strategies and rolled out new programs.

Contributions Snapshot: Rejuvenated faltering sales and restarted growth, repairing damaged relationships with plant tooling

personnel and improving die performance at customers’ sites by establishing value-add beyond dies, rolling out new die design

program, and launching new customer training program for extrusion personnel.

Selected Results & Achievements:

Delivered 17% increase in North American sales as direct result of improved customer service and die performance.

Heightened first-run die performance at customer extrusion facilities from 60% to 80% by developing new die design

program based on easy-to-understand engineering principals.

Strengthened teamwork between presales, die repair, and extrusion personnel by developing and launching new technical

training class that is still in use today, 7+ years later.

Alcoa Engineered Products/Alumax/Cressona Aluminum – Cressona, PA 1988 – 2001

Manufacturer of aluminum extruded products to the transportation, service center, and building and construction markets. Retained

and promoted through several acquisitions and mergers.

MANAGER OF DIE TECHNOLOGY DEVELOPMENT (1999 – 2001)

Following merger, led the charge to evaluate technologies, operational procedures, and processes of 6 Alcoa die shops in worldwide

locations and where appropriate, recommend incorporation and adoption of technologies and best practices in Cressona die shop.

Selected Results & Achievements:

6% improvement in first-run die performance 90% WIP/steel inventory reduction

2% reduction in die knock offs 56% efficiency increase in die design and

73% decrease in die production flow time programming time

MANAGER OF DIE DESIGN AND DIE MANUFACTURING (1989 – 1999)

Promoted to take over P&L leadership of a $10 million cost avoidance center that was underperforming primarily due to lack of

accountability, internal controls, or clear standards. Managed $7 million budget and 60 hourly and union employees in supplying

dies and tools to 10 facilities nationwide. Implemented standardization in die design, CNC programming, and manufacturing.

Modernized outdated shop equipment with CNC, including Wire EDM, CNC Mill, CNC Lathes, CNC Ram EDM, and CAD/CAM.

Selected Results & Achievements:

Grew sales $4.5 million annually to $7 million total by expanding production capability allowing increase in number of

facilities/plants supplied from 1 at time of hire to 10 while simultaneously generating 18% cost avoidance.

Improved customer satisfaction 70% through implementation of continuous improvement quality program.

Rooted out inefficiencies and reinstated accountability, leading to 3-fold increase in labor utilization and productivity.

Slashed die costs 30% as direct return on investment in new extrusion die tracking system.

PRESALES/ESTIMATION MANAGER (1988 – 1989)

Supervised a 3-person team in preparing estimates and sales quotes. Eliminated 1 FTE and associated costs by developing

spreadsheet solution for estimating costs. Improved recovery 10% by developing computerized billet planning and press

optimization logic. Member of team that collaborated in efforts that reduced scrap and increased yield from 60% to 70%.

EDUCATION & OTHER CREDENTIALS

B.S., INDUSTRIAL ENGINEERING Pennsylvania State University (1986)

Additional training in Lean Manufacturing, Six Sigma, ISO 9001, Steven Covey 7 Habits, Leading Change, and Management

Member, Aluminum Extruders Council (AEC) – Die Committee Member for past 20 years and Chairman for Die Repair Training

Program. Took initiative to work with industry experts and colleagues around the country to develop (currently in process) 3-level

training program and objective assessment tools promoting best practices in the aluminum extrusion industry.

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