Manufacturing Manager

Steve Bjorkman

Email: abqb74@r.postjobfree.com

Address: PO Box 826

City: Laurel

State: MD

Zip: 20725

Country: USA

Phone: 805-***-****

Skill Level: Management

Salary Range: $150,000

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

STEVEN D. BJORKMAN 805-***-****

Steven D. Bjorkman

PO Box 826 805-***-****

Laurel, Maryland 20725 abqb74@r.postjobfree.com

Vice President/Director of Manufacturing

Accomplished executive with broad experience in manufacturing, spanning several industries. Proven track record of strengthening operational effectiveness by extensive application of Lean methodologies. Transformed underperforming operations through effective deployment of strategic initiatives.

Highlights:

Leadership Enhanced manufacturing capabilities to support 65% business growth in one year through facility upgrades, optimized work flow and focused employee development.

Turnaround Specialist Improved lead times 33% and defects 50% by widespread implementation of Lean methodologies.

Growth/Customer Satisfaction Improved on time delivery for Service Operations from 55% to 98%.

Strategic Planning Formulated targeted plan in support of corporate vision by leveraging organizational strengths, mitigating its weaknesses, and aligning employee compensation with achievement of pivotal milestones.

Core Competencies

Strategic Planning Lean Manufacturing SOP Development

Budget Development / Reporting High Performance Teams Customer Responsiveness

Production Forecasting Capital Improvements Training and Development

Career Progression

SIEMENS DEMAG DELAVAL TURBOMACHINERY Trenton, New Jersey 2010 - Present

Designated service repair facility for Siemens Energy in North America. Disposition, repair and redesign Delaval, Westinghouse and European steam turbines, compressors and small gas turbines manufactured by Siemens.

Director of Manufacturing (2010 Present)

Lead production engineering, planning and logistics, manufacturing, welding, assembly, and high speed balancing processes. Develop and execute plans to ensure quick turnaround to minimize customer downtime during forced and planned outages. Determine resource and equipment requirements to support current and projected work volume. Identify process improvements to improve efficiency and effectiveness. Maintain safe work environment, ensuring compliance with OSHA and environmental regulations. Manage $16M operating budget. 13 direct reports, 113 indirect reports.

Customer responsiveness Company reputation poorly perceived by customers due to late deliveries and no sense of urgency. Implemented 24/7 shop operations with improved responsiveness. Realized 24% improvement in Net Promoter Scores since 2010.

Cost reduction Project costs related to manufacturing were over budget. Acquired new equipment and technologies, realigned management assignments and launched transformation strategy to change culture and processes. Efficiency improved 47% and quality improved 24% between 2011 and 2012.

Instilled cooperative work environment Management-Union relations were very contentious, especially since 2 year strike in 2000. Established Labor-Management Partnership, creating harmonious work environment, reducing grievances by 70% since 2010.

ATLAS COPCO MAFI-TRENCH Santa Maria, California 2005 - 2010

Global manufacturer of turbomachinery for the oil and gas industry. Emerging leader in geothermal, renewable energy market.

Director of Manufacturing (2005 2010)

Lead manufacturing, fabrication, assembly, and testing processes. Determine resource and equipment requirements to support current and projected work volume. Identify process improvements to improve efficiency and effectiveness. Maintain safe work environment, ensuring compliance with OSHA and environmental regulations. Manage $16M operating budget. 10 direct reports, 90 indirect reports.

Growth in Aftermarket On time delivery for Aftermarket operations in 2005 was 55%. Reengineered process and support systems, significantly improving on-time delivery to 98% in 2009. Aftermarket sales volume increased 150% during same period.

Lead time reduction Sales was quoting deliveries of 60 70 weeks in 2007 and 2008, resulting in lost business to competitors. Reduced lead times to 40 weeks in 2009 by applying lean concepts such as improved factory layout, workflow, cellular manufacturing and standardized work.

Efficiency improvement Factory efficiency was 60% in 2006. Launched Lean initiative incorporating concepts such as factory layout optimization, work cells, SMED and standard work. Efficiency has improved to 80% in 2009. Overtime costs have decreased $60,000 per year.

Quality enhancement First time through (FTT) quality was 95% in 2007, resulting in thousands of dollars of rework, threatening on time delivery. Developed certified mechanic program in assembly and test area, strengthened root cause analysis, and implemented broader application of poka-yoke. FTT is 98% in 2009.

Corporate acquisition Privately held company was acquired by global corporation (Atlas Copco) in 2007, necessitating need to align operations and strategies. Successfully deployed corporate SAP configuration at my location, contributing to improved lead times and cost reductions. Currently developing manufacturing strategy and creating synergies to globally optimize placement of work.

BOEING ROCKETDYNE (now Pratt & Whitney) Canoga Park, California 1987 1995; 1997 - 2005

Leading manufacturer of rocket engines for the Space Shuttle and Delta vehicles.

Manager Tooling Operations (2003 2005)

Led tool engineering, design, manufacturing, validation and tooling control operations. Ensured effective tooling solutions provided to entire manufacturing, welding and assembly operations on time and on budget. Developed and managed $4M operating budget and $100M in tooling assets. 15 direct reports.

Turnaround Specialist Prior to my assignment, division was cited for Significant Weakness in Tooling Operations in 2002 by NASA. Company selected me to reorganize operation, implementing entirely new ISO procedures, effecting process improvements to reduce lead times and costs, and retraining direct reports to execute new process. Resulted in NASA finding operation to be Significant Strength in 2004.

Leadership Recognized for outstanding leadership through the receipt of several leadership awards including the Jack Weil Award in 2004 for leadership principles such as integrity, respect for individuals and the ability to foster a team environment, a Level 2 Recognition Award in 2003 for leadership in turning around and reorganizing tooling process.

Reduced Operating Costs Charged with reducing assets to bring down operating costs. Deployed strategy to evaluate utilization and strategic requirements resulting in elimination of under-utilized tooling assets by $8 million in 2003 and $4 million in 2004.

Manufacturing Manager (1997 2003)

Led machining operations in 8 departments. Ensure machining operations completed on time and below budget, while improving quality. Managed $11M operating budget. 25 direct reports.

Leadership Selected by corporate management as one of 100 Managers out of 20,000 candidates to participate in a 10-year study beginning in 1999 on career development of executives and managers.

Quality enhancement Led development and utilization of manufacturing checklists, reducing non-conformance costs 50%.

CNC Lathe Machinist (1987 1995)

Operate CNC Lathe machinery, which involved programming, set-up and operating CNC lathes and CNC machining centers, developing and implementing processes and programs to fully utilize capabilities of the equipment.

HYDRO-AIRE Burbank, California 1995 - 1997

Manufacturer of fuel pumps and braking systems for the commercial and military aviation industry.

Manufacturing Team Leader (1995 1997)

Led machining operations in 3 departments. Ensured machining operations completed on time and below budget, while improving quality. 5 direct reports.

Cycle Time reduction Led teams effort to reduce cycle time by 20% through setup reduction and standardized work.

Self-directed Work Team (SDWT) development Selected to implement SDWT effort, resulting in performance improvements and reduction in defects. Included implementation of TQM.

Education and Certifications

UNIVERSITY OF PHOENIX Woodland Hills, California 2003

Bachelor of Science in Business Administration; Grade Point Average 3.92

Haz Mat Compliance Moro Bay, California 2008

Hazwoper (Hazardous Waste operations) Certified

BOEING ROCKETDYNE Canoga Park, California 2002

Leadership Development Program

BOEING Saint Louis, Missouri 1999

Transition to Management Program

DALE CARNEGIE Encino, California 1998

Leadership Training for Managers

TOASTMASTERS Van Nuys, California 1991 - 1995

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