Manager Plant
Resume:
Ronald A. Earnest
Brighton, Michigan 48114
Professional Summary
Manufacturing manager with significant experience in production and technical support positions
in large and small manufacturing operations. Significant accomplishments in improving safety,
productivity, quality and the reduction of manufacturing costs. Excellent interpersonal and
communication skills.
Business Experience
Air Liquide America, Specialty Gases, Troy, Michigan June 2000 to February 2009
Air Liquide America, LLC has recently purchased Scott Specialty Gases, a privately held, $100
million corporation with seven manufacturing operations in the United States and Europe. The
company supplies calibration gases and specialty gas mixtures in high pressure and disposable
cylinders.
Plant Manager (June 2000 to February 2009)
Reporting to the Regional Vice-President, responsible for all manufacturing and distribution
operations at the Troy facility and Chicago warehouse, including P&L.
- One lost time accident and four OSHA recordable accidents in the past six years.
- Member of Quality Team that achieved ISO-17025 registration.
- Reduced operating expense in the last six years by an average of $100,000 per year.
- Weekly On-Time shipments from less than 90% to 98%, Internal rejects from 3% to 1%.
RJF International, Polymeric Protective Linings Division, Livonia, Michigan Dec.1995 to Jan
2000
RJF is a manufacturer of polymer products, marketed internationally, employing over 650 people
at eight manufacturing facilities. The Livonia plant was a producer of calendered rubber linings
supplied to the chemical process, power generation and transportation industries.
Plant Operations Manager ( Dec. 1995 to Jan. 2000)
Reporting to the General Manager, responsible for all plant operations including production,
inventory control, quality, human resources, plant safety and liaison with government authorities
for a plant with 40 hourly and salaried employees.
- Reduced operating cost $100,000 per month by investigating manufacturing, material, labor
and vendor costs. Decreased manufacturing labor costs by 4% by reducing manning 20%,
overtime 33% and absenteeism by 80%. Reduced material costs by $240,000 and received
$60,000 in volume rebates over a two year period.
- Increased plant-wide productivity 23% in three years by implementing a three shift system,
increasing machine utilization, establishing specific production goals for work teams.
- Initiated safety and housekeeping program which generated $150,000 in savings on
insurance claims (39 recordable injuries in 1996 to 4 in 1998). Implemented monthly safety
meetings, required use of personal protective equipment, and initiated drug screening.
- Developed purchasing and inventory control system utilizing MRP disciplines which
resulted in a 30% reduction in raw material inventory.
- Reduced warranty claims by $160,000 by implementing a process oriented approach to
quality. Initiated process audits, weekly quality meetings, and an operator performance
bonus based on quality production.
Federal Mogul Corporation, National Seal Division, Van Wert, Ohio Feb. 1989 to Dec. 1995
Federal Mogul was a $2 billion corporation providing components to the automotive industry
and aftermarket. The Van Wert National Seal Division manufactured precision molded rubber
seals, employing 750 unionized hourly and 100 salaried people.
Technical Support Manager (1992 to 1995)
Reporting to the Plant Manager, managed Design, Samples, Process Lab, Rubber Prep, Tool
Room, and Maintenance departments through five supervisors. Responsible for 120 hourly and
salaried employees. Member of plant Quality Team which achieved Q-1, ISO 9000, and QS
9000 registrations.
- Participated as a staff manager in developing Just-In-Time systems throughout the plant.
- Implemented the Toyota Production System using Constraint Management, KanBan, SMED,
CIM (Computer Integrated Manufacturing), and Synchronous manufacturing. Led Technical
Support implementation teams. Reduced rubber prep inventory from three weeks to 18
hours.
- Reduced lead time for samples from 53 days to 12 and increased volume of samples
processed by 50% through establishment of a “Virtual Tool Room” (shared capacity of two
plants) to fully utilize the work centers at each location.
- Saved $80,000 by eliminating two positions in the Prep and Process Lab by assuming
responsibility for the direct supervision of the Prep Department.
- Introduced JIT system for ordering of rubber compound from mixing operation at sister
plant. Space saving from inventory reduction allowed entire department to move into climate
controlled area.
Manufacturing Engineering Manager (1989 to 1992)
Reporting to the Engineering Manager. Responsible for monitoring and troubleshooting molding
processes and quality issues. Supervised two manufacturing engineers, a chemist and two
technicians in the Process Lab.
- Implemented water-based adhesive systems which saved over $1 million in VOC
handling equipment as well as EPA fines. Defined and improved the phoscoat operation to
increase through-put. Utilized Design of Experiments (DOE) and Statistical Process Control
(SPC) for process improvement.
Scougal Rubber Corporation, Seattle, Washington 1976 to Feb. 1989
In existence for over 70 years, Scougal Rubber is a privately owned, $5 million, custom molding
company employing 45 non-union and 9 salaried employees. The business provides mechanical
molded goods and rubber covered rolls to the marine, pulp and paper, heavy construction,
government and transportation markets.
Technical Director (1988 to 1989)
Responsible for providing engineering and technical support to the mixing and manufacturing
operations as well as maintaining the capability of the process lab to support customer
requirements for existing and new products.
- Developed a fiberglass reinforced bearing pad for highway and bridge construction.
Successfully brought to production two types of bearing pad; the first allowed the company
to directly compete in this market and the second was a new high load pad which produced
$1.5 million in sales over a three year period.
Manufacturing Engineer (1984 to 1988)
Responsible for design of new machinery, modification of existing equipment, plant layout,
mold design, shop drawings and bid preparation.
- Designed and supervised the construction of a mechanical applicator for rubber covered
sheaves that reduced reject rate from 50% to near zero. Assigned as the company contact for
the review of plans and specifications to develop bid packages for architectural, highway and
bridge construction projects. These efforts helped grow the company bearing pad business to
40% of total sales.
Sales Coordinator, Blaser Die Casting Division (1980 to 1984)
Production Control Coordinator (1976 to 1980)
EDUCATION/TRAINING
B.A. History, University of Washington, Seattle, Washington, 1984
Undergraduate Mechanical Engineering, United States Naval Academy (1970-1972)
ISO 9000:2000 Lead Auditor Training, Perry Johnson, Inc., Southfield, Michigan
Emergency Responder HAZWOPR training, Troy, Michigan
Rubber Compounding, Extrusion Technology, University of Wisconsin, Milwaukee, Wisconsin
Polymer Science, University of Akron, Akron, Ohio
Conflict Management Training, RJF University, Fairlawn, Ohio
Hazardous/Toxic Waste Management, Lyon Technology, Detroit, Michigan
Design of Experiments, Taguchi Methods, Quality Control Technician Course, Statistical
Process Control, Certified Quality Engineer Course (ASQC), Federal Mogul, Van Wert, Ohio
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