Manager Engineer
Resume:
MICHAEL W. FREDERICK
Marco Island, FL 34145
***********@*****.*** http://www.linkedin.com/in/michaelfrederick4 phone: 573-***-****
SUMMARY
Safety Award winning leader with in-depth manufacturing and industrial process knowledge including engineering, maintenance systems, and leading project and process improvement teams. Excellent record in achieving financial and productivity improvement in both line and support functions. First-hand application of multiple lean manufacturing, quality control, and manufacturing methodologies.
• Delivers Results • Lean Manufacturing • Safety/Environment Improvement
• Engineering • Maintenance • Engages Workforce
PROFESSIONAL EXPERIENCE
NORANDA ALUMINUM JAN2011-OCT2012
Leading North American integrated producer of value-added primary aluminum products and high quality rolled aluminum.
Metal Products and Services Manager – New Madrid, MO
Provide leadership for plant, and accountable for all aspects of casting, homogenization, inspection, sawing, packaging, and shipping operations producing over 36 million pounds of product per month.
• Introduced visual safety metrics and safety tool-box meetings resulting in over 50 percent reduction in OSHA recordable injuries in 2012 year-to-date from 2011.
• Developed and implemented Casting Wheel / Block Scheduling; reducing wash / flush metal by 20 percent and decreasing furnace alloy change-over time by a third.
• Increased finished product yield by 3 percent.
REVERE SMELTNG & REFINING CORPORATION AUG2009-SEP2010
Leading Lead metal producer engaging in reclaiming, smelting, and refining lead from lead acid batteries and other lead bearing materials.
Assistant Plant Manager – Middletown, NY
Provide leadership for plant production departments to include shipping and receiving; producing and shipping over 8 million pounds of Lead products per month.
• Increased voluntary Behavioral Based Safety observations by hourly employees 11%, and increased participation by 7%.
• Increased Reverb Furnace clean Lead production by over 9% by developing and implementing a visual "Daily Management" system and a standardized reaction plan to alarm conditions.
• Increased Battery-Wrecker department equipment availability from 80% to over 93%.
• Developed and implemented key metric “run charts” for each department to visually indicate performance trends and allow for quicker corrective action response.
ALCOA, INC. FEB1985-DEC2008
World's leading producer and manager of primary aluminum, fabricated aluminum and alumina facilities
Ingot Plant Manager - Chandler, AZ (NOV2007 – DEC2008)
Provide leadership for plant, and accountable for all aspects of casting, sawing, machining, inspection and finishing operations producing over 4 million pounds of product per month.
• Reduced OSHA recordable incidents 60%. 2007 Safety Award Recipient.
• Increased capacity over 10% by adapting Lean Manufacturing experience and developing and implementing a visual "Daily Management" system, moving the product proliferation point, and reducing furnace turnaround times, improving my area of accountability from a negative financial contributor to a $100,000 per month positive contributor.
• Lowered controllable production costs by over 25%, and improved on-time shipping performance by 65%.
• Planned and executed plant shut-down on-time and within budget while maintaining safety and shipping performance.
Maintenance & Engineering Manager - Tifton, GA (MAY2006 – OCT2007)
Provide leadership for plant maintenance and engineering department, and accountable for all aspects of equipment reliability and maintenance, project management, and major repair.
• Reduced OSHA Recordable Incident rate from over 6.0 to less than 1.0 within 2 months and continued reduction throughout 15 month assignment.
• Reduced equipment technical downtime from 13.4% to 3.6%; reduced total downtime from 26.3% to 10.2%.
• Refocused Preventive Maintenance program resulting in PM completion rate increase from 20% to 80% and Planned Work completion rate from 15% to 70%.
• Completed all capital, major maintenance projects and post project reviews safely, on-time and under budget.
• Planned and implemented a successful shutdown of the location with Zero safety or environmental incidents, on schedule and on budget.
Reline / Cathode Manager - Frederick, MD (APR2005 – APR2006)
Provide leadership and accountability for changing a department that had failed to meet minimum requirements for over 9 months.
• Exceeded number of planned operating pots from 456 to 473 in ten weeks.
• Reduced “Actual vs. Planned” pot start variance from negative 20 to target of Zero.
• Reduced inventory by 20%. Reduced “controllable” cost by 18%.
• Reduced Lost Work Days from 2 in 2004 to Zero in 2005 and Zero in 2006. Reduced Total Recordable Injury Rate" from 20.6 in 2004 to 3.4 in 2005, and to less than 3 in 2006.
Engineering Manager - Frederick, MD (DEC2003 – MAR2005)
Provide Leadership and accountability for the management of the Reliability Engineering function, administration of the capital process, execution of capital and major maintenance projects, corporate regulation compliance activities.
• Training and guidance for location personnel in the implementation of Global Reliability Strategy.
• Leader for Maintenance and Engineering Department implementation of "Lean Manufacturing" Business Systems.
• Implemented Apollo root cause failure analysis training for key operating and engineering personnel.
• Served as Reliability Excellence Project Leader: consolidated efforts on reliability for plant.
• Completed all capital, major maintenance projects and post project reviews safely, on-time and under budget.
Cast House Production / Technical Manager - Frederick, MD (MAY2000 – NOV2003)
Provide Leadership and accountability for strategic direction and operation of production and shipping by implementing a production system to address safety, waste, production planning and stability, employee turnover, and customer shipments.
• Reduced OSHA recordable injuries from 18 in 2000 to 4 in 2003. Achieved Zero Lost Time Accidents over 3 years.
• Increased revenue by 33% and Decreased costs by 18%.
• Increased premium product production by 14% and Increased total production by 7%.
• Improved shipping performance by 9% to over 95% on-time.
• Reduced operator turnover from 27% to 5%.
Manufacturing Manager - Badin, NC (FEB1998 – APR2000)
Provide Leadership and accountability for aluminum particle casting and high-purity casting.
• Reduced Lost Work Days to Zero. Reduced OSHA Recordable Injuries by 80%.
• Increased NOPAT, ROC, and Net Margin over 200%.
• Reduced cost per LB 20%. Lowered inventory 69%.
• Improved On-Grade quality 14%. Increased On-Time shipping performance 27%.
Advanced Manufacturing Specialist / Ingot Area Supervisor - Lafayette, IN (AUG1996 – JAN1998)
Provide training, expertise, and focus for the implementation of the new Production System (based on the Toyota Production System / Lean Manufacturing / Waste Elimination concepts).
ALCOA, INC. Positions Prior To 1996: Production Superintendent, Chief Process Engineer, Senior Buyer, Mechanical Engineer, Project Engineer
MILITARY EXPERIENCE - US Army Veteran, Honorable Discharge
EDUCATION
Master of Science, Industrial Management, Clarkson University, Potsdam, N.Y
Bachelor of Science, Mechanical Engineering, Clarkson College of Technology, Potsdam, N.Y
ADDITIONAL COURSE WORK, TRAINING, AND SKILLS
Green Belt - Six Sigma / Reliability Excellence for Managers / 30-Hour OSHA General Industry Safety & Health Course
Root Cause Failure Analysis / Effective Purchasing and Effective Negotiating
Team Dynamics / Conflict Resolution / Microsoft Word, PowerPoint, Excel, Project, and Access
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