Management Engineer
Resume:
Christian L. Feisel
Suwanee, Georgia 30024
abnvai@r.postjobfree.com
Professional Profile
Results driven manager with 12 years of progressive operational and technical experience in high tech
continuous manufacturing environments. Successful in developing, evaluating, and implementing
continuous process improvements focused on reducing waste and cost. Establish effective environmental
and safety programs while encouraging proactive participation from plant employees.
Core professional competencies include:
Safety Engagement Cost Reduction / Avoidance Supply Chain Management
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Regulatory Compliance Resource Allocation Risk Management
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Team Building and Training Facility Management Change Management
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ISO IT Experience Process Automation
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Engineering / Project Lean Manufacturing / Six Policy / Procedure
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Management Sigma Development
Professional Experience
Johns Manville (A Division of Berkshire Hathaway Inc.) – 2004 to present
Plant Superintendent (Winder, Georgia) 01/08 – present
Accountable for operations, engineering, maintenance, purchasing, and physical distribution of a 650,000
ft2 fiber glass manufacturing facility. Directly manage technical, administrative, and supervisory
personnel overseeing 200 unionized employees. Establish operational policies and implement process
improvements to ensure superior quality and production of residential, commercial, and OEM fiber glass
products. Oversee operational and capital budgets exceeding $75MM.
• Developed and implemented operation’s safety plan reducing IRR >50% and LTIR 70%. Achieved
Presidents Safety Award and surpassed 300,000 worked hours accident free (and counting).
• Achieved 100% employee safety participation including 100% participation in facility’s behavior
based observations process.
• Facilitated Daily Safety Work Order Meeting resulting in 250% increased work order completion
and 34% reduction in response time.
• Reorganized both hourly and salary organizations resulting in a reduction of 20% salary and 6%
hourly employees for a savings of $1.2MM. Effectively utilized talent management and union
relations skills, awarding most qualified individuals, regardless of seniority, promotions into high
skilled positions in a union environment.
• Standardized performance management process for Supervision increasing employee awareness of
job performance, gaining personal employee commitment to delivered expectations, and having
thorough documentation for performance corrective actions.
• Reduced hazardous waste generation by recycling changing facility status to Small Waste Generator.
• Participated in the consolidation of MOC (Management of Change) process across business units and
published consolidated checklist for implementation.
• Championed training program to increased versatility of manufacturing employees.
• Drove accountability of plant metrics using visual workplace solutions. Reduced goals to product
level for Supervision to evaluate performance leading to increased efficiency in 35% of products.
• Initiated recycling program for scrap material reducing landfill costs, $100M savings.
• Developed inventory control process and improved cycle counting procedure for finished goods
inventory.
Christian L. Feisel Page 2
Consult directly with customers to understand critical to quality requirements. Developed processes
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to ensure order quality, fill rate, and on time delivery of products to customers, 10% improvement.
Reduced product lead times 33% to critical customers without increasing on-site inventory.
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Externally aligned with customers improving material processing and improving their efficiencies.
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Internally consulted with product development and sales representatives to support quality
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improvements aligning in-plant testing processes and manufacturing specifications to provide
improved quality material to customers.
Assisted in the development of new product/market line expanding product portfolio.
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Technical Manager (Berlin, NJ) 09/07 – 01/08
Manage engineering, maintenance, and quality operations of a 650,000 ft2 fiber glass manufacturing
facility. Directly manage technical, administrative, and supervisory personnel overseeing 40 unionized
employees. Manage operational and capital budgets exceeding $10MM.
• Drive cost reductions through material and labor productivity initiatives. Developed material mass
balance and variation reduction. (Target 2008 savings: 7% direct expense and 8% indirect expense.)
• Executed root cause failure analysis (RCFA) process for identifying production and equipment
failures. Manage corrective actions for short term and long term improvements.
• Evaluated alternate operational and crewing schedules for potential savings versus curtailments in a
down market.
• Prepared for union contract negotiations analyzing prospective savings.
• Incorporated Management of Change (MOC) process, employed quality document management and
employee training database.
• Employed key area operational checklists for the minimization of start-up failures.
Maintenance Manager (Berlin, NJ) 10/05 – 09/07
Promoted to a newly created position responsible for the implementation of the facility’s Asset Care and
Reliability (AC&R) Program; focused on the evaluation and improvement of work management and
planning, equipment reliability through predictive and preventative maintenance processes, and MRO
materials management.
• Developed and implemented a sustainable process ensuring environmental compliance. Reduced
Title V deviation DPMO 98% in 2006 (145,669 in 20005 vs 3,557 in 2006) and 83% in 2007 (609).
No deviations since 01/2007.
• Reduced departmental recordable rate from 6.7 in 2006 to 0 in 2007, achieved 13 months injury free.
• Developed and managed maintenance operations budget (~ 5.1 MM) achieving a 9% savings in $/lb
in 2006 over previous year.
• Achieved 20% reduction in maintenance headcount while reducing work order backlog and
equipment related downtime; 40% improvement in unscheduled downtime in 2006.
• Developed control plans and drive employee change model to achieve MRO cost reduction through
the adaptation and implementation of AC&R best practices. (Black Belt Project)
• Conducted facility fixed asset inventory analysis and consolidation for upgrade to SAP.
• Interim management of facility environmental compliance.
• Management and development of hourly, salary, and contracted engineering services; assist
employees in the resolution of issues and coach to support change initiatives.
• Drive the use of Six Sigma tools in day to day improvements. Increased department participation in
improvement initiatives to include 42% of personnel.
• Participated in union-management functions; facilitated employee engagement focus groups to
improve employee relations and morale.
• Developed and implemented requests for new capital investments, cost reduction and equipment
refurbishment including necessary financial analysis.
• Established and maintained document control for maintenance processes including applicable safety
and environmental related processes.
Christian L. Feisel Page 3
Digitization Engineer/IT Administrator (Berlin, NJ) 08/04 – 10/05
Responsible for the coordination, preparation, and execution of capital projects including the design and
installation of process machinery and quality control equipment upgrades. Developed plant process
control strategy for future improvements.
• Accomplish division wide evaluation of DCS and PLC manufacturers to select the best control
architecture leading to standardization, process control improvements, and cost savings.
• Completed implementation of facility distributed HMI control system using Rockwell Automation’s
RSView SE software. This included direct supervision of automation engineer.
• Managed facility’s Information Technology operations including capital upgrades and operation of
Warehouse Management, Quality Data Control, and Energy Monitoring systems.
Techneglas, Inc. (Subsidiary of Nippon Electric Glass) – 1997 to 2004
Advanced Electronic Engineering Group Leader
Promoted to newly created position providing advanced electronic support and management of the
electrical engineering group for the glass forming process. Managed the performance, repair, and
preventative maintenance of production automation equipment, data acquisition, and reporting systems
for nine production lines including three, 300 ton, glass-melting furnaces and supporting facilities in a
1,000,000 ft2 CRT glass panel manufacturing facility
• Developed software for recording daily equipment downtime and compiling monthly reports to
analyze downtime trends and develop appropriate corrective actions.
• Managed department documentation including ISO 9000/14000 training records and training of the
two maintenance departments during consolidation after operating independently for 15 years.
• Developed software to record, track, and accurately schedule overtime of unionized workforce
eliminating the payment of un-worked overtime of 50 man hours yearly.
• Support of Computerized Maintenance Management System (CMMS) used for scheduling work
requests, projects, preventative maintenance, and daily maintenance logbook entries.
Forming Process Control Engineer
Coordinated product inspection and testing to maintain product quality through development and
management of appropriate corrective actions. Monitor daily process control to minimize defects and
develop SPC exception reporting.
• Standardized and enforced process parameter targets for optimal product performance on all
production lines. Achieved the reduction of first day waste by 50% at an approximate annual
savings of $250M.
• Developed software for automated product setups, report generation, and parameter archiving.
• Developed initial production and process control ISO procedures and work instructions. Achieved
standardization across production lines and successful ISO certification.
• Maintained quality equipment calibration certification for ISO system.
• Lead Process Improvement Team focused on defect root cause analysis including indirect
supervision of production shift technicians and production personnel.
• Responsible for preparing setup information for product changes by determining optimal furnace
pull rates, line speeds, and respective process targets for the best balance of quality and productivity.
Education and Training
Bachelor of Science, Electrical Engineering - The Pennsylvania State University
Six Sigma Black Belt Training Six Sigma Green Belt Certification
OSHA 30 Hour Training Leadership Foundations Workshop
Aubrey Daniels Performance Management Training First Line Supervisor Training
ISO Internal Auditor and Gap Analysis Certification Glass Manufacturing Training
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