Manager Quality

Resume for

David J Beetler Sr.

*** ******* **

Amherst Ohio

Home Phone – 440-***-****

Cell Phone – 440-***-****

Email – *********@*****.***

Work History:

**** – 1976

• I was general labor for one year. I was then promoted to lead man at Bauer Industries. I

had a crew of 10 production people working under me. Bauer manufactured high back

bucket sets and dinettes for customized vans and RVs.

1977 – 1979

• I was trained on various hourly positions at National Gypsum Co. My job performance

got me promoted to hourly Lead man of the finish end in 1978. We were able to improve

the appearance of the final product by visually improving the packaging. We also reduced

customer complaints through improved inspection. I was also trained on the operation of

6,000 lb. and 12,000 lb. fork trucks.

1979 – 1980

• Promoted to the salaried position of Assistant Shift Foreman at National Gypsum Co. I

trained with a seasoned supervisor to learn the entire production operation and accounting

methods. I learned all aspects of the operation as well as safety and housekeeping

responsibilities.

1981 – 1984

• Promoted to the salaried position of Shift Foreman at National Gypsum Co. I was

responsible for my own shift of 15 hourly union employees. I had to maintain safety,

quality, housekeeping, and production standards at or better than what was required. I had

to conduct the safety meeting for the shift and received training in “Effective Safety

Instruction”. I had to conduct the mid-year and year end performance reviews for my

shift as well as develop performance improvement action plans with the employee. I was

also responsible for issuing disciplinary action for any poor job performance or

attendance issues.

1985 – 1996

• Promoted to the salaried position of Board Plant Superintendent. I was responsible for

four shift foremen and 45 hourly employees in a 24/7 unionized work environment. I had

to coordinate efforts, so that an acceptable level of safety, quality, housekeeping, good

board percentage and machine efficiency was maintained. I also had to maintain raw

material inventory levels and order as needed. I worked closely with the Maintenance

Manager to schedule necessary repairs. I received training in “Successful Management”,

“Effective Decision Making”, “Quality Circle Training”, “Quality Minded Supervision”,

“Building Employee Commitment”, “TQM - Total Quality Management”, “Quality

Education System”, “SPC – Statistical Process Control”, and “JSA – Job Safety

Analysis”. My efforts in this position were very successful. I had a good relationship with

the union committee and was able to be “hands on” without any grievances being filed,

while other department heads could not. During my tenure as Board Plant

Superintendent, the good board percentage improved from 92.5% to 97.8%. Working

closely with the Maintenance Manager, we improved the machine efficiency from 92.2%

to 97.0%+. Quality complaints decreased from .076 per 1000 sq. ft. to 0.235 per 1000 sq.

ft. The safety record remained excellent and the housekeeping in the department

improved. In this position, I had to conduct mid-year and year end performance reviews

on the four shift foremen who worked under me as well as develop performance

improvement action plans with the employee. I worked with the Plant Manager and

Production Manager to develop the annual operating and capital budgets. I also learned to

use Microsoft Word and Excel. I wrote several training and operation manuals, which

were adopted by corporate and forwarded to our other plants.

1997 – 2008

• Promoted to the salaried position of Quality and Mill Manager. I was responsible for

maintaining two departments.

As the Mill Manager, I had to oversee the personnel and the process of manufacturing stucco

for use in the board products, as well as maintaining the safety, quality, efficiency and

housekeeping levels for the department. The cost per ton and tonnage produced improved each

year, as well as the safety record and housekeeping. I had to keep all dust collectors working

properly, as well as maintaining the documentation for the EPA inspector. I performed mid-year

and year end performance reviews for all employees under my supervision. I also kept all the

MSDS’s, JSA’s and HECI’s for the department up to date.

As Quality Manager, I had to make sure the complaint rate stayed below 0.10% per 1000 sq. ft.

or better. The complaint rate for 2007 was at 0.085% per 1000 sq. ft. We never had SOP’s, so I

had to develop, teach and maintain all Standard Operating Procedures (SOPs) for the Mill,

Production and Quality Departments. SPC was introduced to the plant and I was elected as the

SPC coordinator. I had to make sure all the operators in all departments were trained and using it

properly. I was responsible for all aspects of the annual Internal and External Quality Audits. I

had to make sure all product testing and recordkeeping were consistent with U.L, ASTM and FM

Global guidelines. As a cost savings we reduced the number of Lab Testers from three down to

one Senior Tester. We accomplished this by moving a lot of the testing out to the production floor

and letting the operators perform the testing as the product was being produced. This allowed for

quicker detection of quality issues and helped to reduce board losses. I investigated quality

complaints by either interacting with the customers on the phone or visiting the job sites. I

communicated the investigation results with all plant personnel and lead the charge to correct the

root causes. I assisted the board plant on any startups, change overs or other process problems or

improvement ideas. I was very involved in new product development. We were able to

successfully add Duraform, Durabase, Shaft Liner and Extended Exposure Sheathing to our

product line. I was the chairman for the Quality Improvement Team (QIT) and Process

Improvement Teams (PITs). I have a CQA certification from the American Society for Quality

(ASQ) and have been a member since 2005. I was also trained in the Dupont “Stop” safety

program. I assisted in the development of all HECI’s for all departments.

2008 – December 31, 2012

• In June 2008, National Gypsum idled the Lorain plant due to the poor economy. My self

and one other individual were asked to stay and maintain the plant. I took over many

duties such as Environmental Coordinator, Maintenance Manager, Grounds Keeper,

Painter, cleaner and etc. We did whatever we needed to do to keep the plant viable. I

worked closely with the Plant Manager from our Shippingport Pa. plant to develop the

annual budget for an idled plant. We were very successful with staying well within our

budget. However, since the economy still doesn’t warrant the reopening of the plant,

National Gypsum has sold the property. I have been with them for 35 years, and they

tried to convince me to transfer to the Michigan plant, but due to family obligations, I am

unable to relocate, so I am in search of a job.

References:

Chuck Newell – Senior Plant Manager at National Gypsum. Shippingport PA and Shoals IN

Email – crnewell@ nationalgypsum.co Phone – 1-812-***-****

Keith O’Leary – Regional Manufacturing Manager at National Gypsum. Email –

********@**************.*** Phone – 1-704-***-****

Chuck Price – Director of Quality at National Gypsum. Email –

*******@**************.*** Phone – 1-704-***-****

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