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STEPHEN A. GIFALDI

**** ****** **** ****: 585-***-****

Rochester, New York 14626

abnwc4@r.postjobfree.com

ELOGIC GROUP Bushnell’s Basin, New York

March 2008 – November 2008

Business Analyst (contract assignment)

* Updating and debugging data exchanges between an Oracle based production scheduling system and various MS SQL based applications at a

state-of-the-art steel mill in Columbus, Mississippi. (Severcorr)

* Interacted with all IT support, contract and fulltime, to identify communication issues between all the systems. Led implementation of

programming changes to better synchronize data exchanges and resolve data discrepancies.

* Worked with IT, Manufacturing, Finance, and Planning personnel to create more effective reports and verify information accuracy.

CONSILIUM 1 Rochester, New York

Oct. 2007 – Dec. 2007

Business Analyst (contract assignment)

Worked as liaison between the manufacturing customer and the project team. (The project team was implementing a new business

system) I was also responsible for guiding the identification of requirements vs. wants and ensuring they met the project objectives.

SOUTHCO Honeoye Falls, New York

May 2005 – Aug.3, 2007

Manufacturing Supervisor/Manufacturing Engineer

* Direct supervision of 50 fulltime and contract employees in a ‘Lean Manufacturing’ process creating specialty locking hardware,

hinges, and latches. Processes include Zinc Die Cast; Secondary Operations; Powder Coat; and Assembly.

WASHINGTON MUTUAL Albion, New York

Nov. 2003 – May 2005

Telephone On-line Banker

VALEO Rochester, New York

Nov. 2000 – Dec. 2002

Industrial Engineer

Solely responsible for the support of a components manufacturing area (approx. 250 employees):

* Evaluated manpower needs by assessing manufacturing inefficiencies. Factored in defect levels, anticipated improvements, etc.,

combined with 12 month customer schedules. Generated staffing levels consistent with minimizing labor expenses while meeting

customer expectations.

* Significantly increased participation in production monitoring system by simplifying data input process. Made output reports

more practical for end-users.

* Facilitated one-day workshops, Hoshins, with operators, engineers, management, and skilled trades. Identified inefficiencies;

gained consensus on solutions; and, initiated process improvements.

* Updated computer data for Process estimates (standards) of 500+ components and assemblies, that currently is used to generate

manufacturing costs for customer quotes.

* Participated in daily QRQC (Quick Response Quality Control) issue meetings. Organized process or methods poke yokes to enact

immediate response to each day’s major quality issue.

Vertical Manufacturing Supervisor

Management of two assembly cells (approx. 45 employees/ 2 shifts):

* Effectively met production demands while minimizing labor costs. Realized 20% increase in output with decreased labor levels.

* Coordinated synergy between product mix and daily operator assignments. Made all customer deliveries, on time, while

maintaining a three-day, or less, inventory.

MILLENIUM VENTURES (parent company of Syntec, Roch. Tool & Mold, and Wordingham Mach.) Rochester, New York

Feb. 2000 – Sept. 2000

Director of Industrial Engineering

* Introduced structured methods of manufacturing realizing significant efficiencies within a precision plastic molding facility.

* Streamlined changeover process; implemented scheduling system; minimized raw material inventory; and, updated molding

process, parts handling system.

XEROX CORPORATION (Contract assignment) Webster, New York

Nov. 1998 – Dec. 1999

Manufacturing Engineer

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Responsible for process and quality support for a Digital print-cartridge assembly line (approx. 55 employees):

* Transitioned a fledgling assembly process into full-production mode. Generated process descriptions; performed line balances;

established PM plans; and addressed ergonomic issues while ramping to a 1,000 cartridge/shift, 2 shift operation.

* Facilitated the solution of all day-to-day Quality or Supplier problems enroute to a ‘settled down’ process.

BAUSCH & LOMB (Contract assignment) Rochester, New York

Apr.1997 – Oct. 1998

Project Manager

Led a multi-disciplined manufacturing team evolving a batch process into a continuous flow environment.

* After evaluating an advanced manufacturing facility in Ireland, led the team to incorporate the right mix of their own improvement

ideas with those in existence in Ireland.

* Streamlined the in-process inventory; introduced new process equipment; and, originated new process monitoring reports while

expanding the output two-fold.

HANSFORD MANUFACTURING Rochester, New York

March 1995 - Jan. 1997

Manufacturing Supervisor/ Industrial Engineer

Directly in charge of two manufacturing groups: CNC machining and Capital equipment assembly (approx. 20 people)

* Met budget targets for both areas while transitioning significant change in equipment and work content. Maintained overall net

profit levels (14%).

* Administrated all personnel issues for both groups (i.e. hiring, firing, raises, merit appraisals, etc.) Also responsible for daily

scheduling of personnel and equipment. Supported and enforced departmental policies

Managed raw material orders and inventory in conjunction with daily and future customer demands.

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* Created computer programs to streamline scheduling of customer demands. Relieved management of the need to spend extensive

time directing day-to-day work assignments. Also developed program to manage raw material needs supporting production.

* Implemented Preventative Maintenance system for all CNC equipment to reduce the amount of vendor support needed to fix

minor equipment problems. Encouraged the establishment of an internal resource, a machine operator, to handle simple machine

issues after proper outside training.

* Provided financial justification for new capital equipment purchase. Directed an analysis of the proper equipment to suit the needs

and calculated the potential savings versus older equipment presently being used. Payback of investment funds, ($400,000), was

less than three years. (35% reduction in labor standards as well as 50% increase in tooling life)

* Implemented Bar Code Labeling practice consistent with customer requirement. Changed internal process used; trained office

personnel; and provided similar labeling to all customers to ease in shipping and billing transactions

Contract Industrial Engineer for: Aug. 1992 - Dec. 1994

ITT AUTOMOTIVE, RF COMMUNICATIONS, AMTX

BATTERIES NOT INCLUDED Rochester, New York

1990-1992

Business Owner

EASTMAN KODAK Rochester, New York

1978-1989

Senior Industrial / Industrial Engineer

* Provided Project Management support for the introduction of the disposable camera. Brought new product to market 13 weeks

after announcement to the market place.

* Led Value Analysis team to 20% cost reduction for a high volume PCB assembly for copier program ($200,000 annual savings

realized). Established on-going review of current design assemblies to realize similar savings. Used this success to develop pre-

production reviews with Design engineering group to save on new programs prior to production start-up.

* Created process descriptions and standard estimates for an Electro-mechanical assembly area. Supported programs after

introduction to eliminate snags and inefficiencies identified in the day-to-day manufacturing process.

* Provided daily process improvement support to CNC machining area (7 years)

Education Clarkson University Potsdam, New York BS in Industrial

Distribution

Professional training: Value Analysis QRQC Valeo Production System

TPM FMEA ISO 9001

Lean Manufacturing Leadership Training

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