Manager Project

RANDY DAVID KONSUGAR

*** ******** ***** ********@*******.*** (Home) 724-***-****

Belle Vernon, PA 15012 (Cell) 724-***-****

HIGHLIGHTS OF QUALIFICATIONS

. Accomplished, results oriented, Operations Manager, Plant Manager, and

Continuous Improvement Manager with proven ability to improve profit

margin through automation, development of human resources, and

continuous process improvement programs

. B.S., Chemical Engineering, University of Pittsburgh; MBA, Seton Hill

University

. Extensive experience in lean manufacturing, engineering, and quality

control

. Six Sigma Black Belt and Lean Sigma Expert with expertise in training

and Implementation using RCA, DOE, SPC, Kanban, Kaizen, Cellular

Manufacturing, SMED, and FMEA

. ISO 9001 Lead Auditor and Cost Reduction Using Six/Lean Sigma Techniques

. Operations management of engineers and large union workforce

. Innovative / Progressive leader with strong team-building skills

. Solid budget development and financial management P & L skills

. Hands-on / Take charge managerial style with strong communication skills

EMPLOYMENT

Westinghouse Electric Company, Madison, PA 2009 - 2013

Principal Nuclear/Continuous Improvement Design Engineer - Nuclear Services

Division

. Directed the development of a proprietary next generation nuclear fuel

leak detection tool used at Nuclear Power Plants resulting in a cost

savings of $1.5 million, leak detection capability of 99% accuracy, and

increased nuclear power plant customer confidence and satisfaction

. Project manager for the Nuclear Services division on a joint divisional

performance improvement team resulting in a complete restructuring of the

nuclear testing procedure content and the subject matter expert training

program

. Directed the Chinese technology transfer and training for the AP1000

nuclear power plant testing equipment resulting in a $10 million dollar

purchase

. REASON FOR LEAVING: Reduction in force of 600 people in 2013 and 200

people in 2012

Kennametal Inc., Latrobe, PA 2006 - 2009

Manager, Lean Enterprise Development

. Managed financial and operational optimization for the Kennametal EPG

Division resulting in a combined cost savings of $8 million.

. Directed the Six and Lean sigma continuous improvement implementation for

the Engineering Products Division. Implemented cellular manufacturing by

product line resulting in an on time delivery increase from 60% to 95%,

average lead time from 9 days to 4 days, WIP for $140K to $30K, and

powder savings of $2 million.

. Trained plant union and management personnel as green and black belts at

each facility in the use of lean/six-sigma to proliferate the ongoing

cost reduction accomplishments.

. REASON FOR LEAVING: Major reduction in force and closure of 2 plants

Penn Compression Moulding, Irwin, PA Feb. 2005 - Feb. 2006

Plant Manager

. Directed the operation of all manufacturing, safety, lean activities,

customer service, engineering, materials, quality assurance\control,

human resources and information systems to ensure the plant operational

turnaround was successful

. Set goals and implemented changes to reduce scrap, improve productivity,

increase output, and decrease production cost. Scrap reduced from 11% to

4%, Gross Margin improvement from 12% to 29%, and overall operating cost

reduction of 21%

. REASON FOR LEAVING: Stagnant growth opportunity, no benefits, left for

better opportunity

H.J. HEINZ, Pittsburgh, PA Jan. 2004 - Jan. 2005

Manager, Operational Optimization U.S. Foodservice

Company

. Responsible for financial and operational optimization for the Heinz

North America foodservice company involving 11 food processing plants

throughout the U.S.

. Developed lean/Six-sigma program for Heinz foodservice company including

training of management and union green belts resulting in a combined

project savings of $4.3 million

. REASON FOR LEAVING: Reduction in force, eliminated entire corporate

Continuous Improvement group as part of

reduction

CORNING INCORPORATED/WORLD KITCHEN, Charleroi, PA 1988 - 2004

Operations Manager 1999 - 2004

. Complete responsibility for all aspects of production of Pyrex glass

operations running six high speed lines 24 hours a day, seven days a

week, 365 days a year

. Implemented Lean sigma SMED mold change improvement generating $1.0 MM

savings

. Supervised 6 Engineering/Management personnel, 4 shift supervisors & 320

union employees

. Managed $19MM budget

. Served as Leader of Lean/Six sigma teams in all areas generating $5MM in

cost reduction

. ISO 9001 certification maintenance and plant quality goal

. REASON FOR LEAVING: Company in bankruptcy, union on strike

Department Head Process Engineering 1997-1999

Section Supervisor of Finishing 1993-1997

Sr. Process Engineer/Process Engineer 1989-1993

Line Shift Supervisor 1988-1989

ABERDEEN PROVING GROUND, Aberdeen, MD

1987 - 1988

Mechanical Engineer/Test Director

Responsible for writing and executing small arms test plans for the U.S. Army

EDUCATION

B.S., Chemical Engineering, University of Pittsburgh, Pittsburgh, PA

Graduated 1986, (QPA: 3.4 of 4.0)

MBA, Management Specialization, Seton Hill University, Greensburg, PA

Graduated 2008, (QPA: 4.0 of 4.0)

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