Plant Manager Lean Manufacturing

JOE OSENTOSKI

***** ***** ******, ** ***** Phone: 586-***-**** ac04x9@r.postjobfree.com

MANUFACTURING

A dedicated and driven professional with solid knowledge and experience in CNC machining, stamping, welding, assembly, lean manufacturing principles and tools, establishing metrics, tracking performance, implementing productivity improvement initiatives, and designing/re-engineering processes for increased efficiency and bottom line results.

WELLINGTON INDUSTRIES – BELLEVILLE, MI 2015 to PRESENT

Plant Manager, 2015 to Present

Assumed responsibility of stamping plant operations effective September 2016, which ships over 3M units per month

Responsible for the welding plant operations with approximately $48M in gross revenue

Increased the FEM line productivity by 40%, the bumper line by 30% and the center member line by 25% through lean manufacturing principles and team building activities

Reduced weekend overtime through implementing visual Kanban on welding lines, improving efficiency and reducing scrap and quality issues

Implemented continuous improvement meetings with the manufacturing team that effectively increased overall plant welding throughput by involving workforce

Assumed LPA responsibility for the plant that drove culture change and reduced the number of open formal customer complaints by 10

Introduced and implemented visual TPM and operator standardized work, along with auditing to ensure compliance that effectively improved quality and reduced machine downtime

Successfully reduced scrap by 50% through a variety of team involving concepts

US MANUFACTURING (USM) – WARREN, MI 2014 to 2015

Area Manager, 2014 to 2015

Managed cutoff, coating, horizontal/vertical presses, welding and machining line operations with approximately $100M in gross revenue

Educated and mentored 6 direct supervisors in lean manufacturing and PDCA principles and methodologies that increased production

Assumed responsibility for launch of a new line after implementation, and increased throughput by 40% through identifying and eliminating waste in process

Led improvement efforts on machining line that doubled production after two months of ownership

PARAMOUNT PRECISION PRODUCTS (PPP) – OAK PARK, MI 2013 to 2014

Director of Operations, 2013 to 2014

Directed and led manufacturing operations at 5 different plants with $28M in gross revenue and over 200 indirect hourly employees

Increased EBITDA by 23% from Q2 2013 to Q2 2014 with equivalent revenue

Coordinated a plant rearrange that effectively streamlined material flow, reduced labor, enhanced ergonomics and improved productivity

Improved manufacturing process and cycle time of axle tube housings from (2) employees at 22 minutes to (1) employee at 10 minutes, that provided an approximate annual savings of $110K

Guided, mentored, trained and led the core manufacturing team through both internal promotions and external hire

Mentored the production coordinator by constructing a visual scheduling board for non-automotive work

Instituted the effective use of audits (LPA, product, dock, etc.) to support quality

Established baseline metrics for production, maintenance, safety and tooling

Instituted a self-sustaining PM schedule that tracks completion percentage

Developed an unplanned maintenance tracking module using Microsoft Access and Excel

Improved training program that ensured quality production was sustained across all shifts

Successfully introduced and executed a self-autonomous work cell concept

GRIP FLOW MANUFACTURING (GFM) – ROSEVILLE, MI 2011 to 2013

Plant Manager, 2011 to 2013

Oversaw and managed stamping, deburring, secondary, tooling, production, maintenance and materials operation across (2) Roseville plants with excess of 36 million manufactured parts annually and $18M in revenue

Full responsibility of P&L. Set departmental budgets with controller and held quarterly budget reviews

Reduced changeover times by 50% through implementing an effective use of die changeover carts, visual scheduling tool and instituting alternative means to eject part from die

Successfully coordinated the launch and implementation of a new ERP/MRP software system

Introduced and constructed a pull system/kanban scheduling board for 600T press

Developed baseline metrics in order to establish goals and objectives

Initiated the implementation of lean manufacturing principles that increased stamping OEE by approximately 20%, while reducing overtime

Led continuous improvement meetings that executed job books with standardized tool room work

Developed and launched maintenance PM work orders in Global Shop

AMERICAN AXLE AND MANUFACTURING (AAM) – DETROIT, MI 1996 to 2011

Senior Quality Systems Analyst, 2011

Coordinated and managed global quality system activities

oEffectively constructed quality procedures and forms for initial use in opening of Thailand facility

oGlobal system administrator for Plex Online (PPAP catalog)

oManaged global PRR issues and concerns in IQS

oOrganized and trained personnel in use of IQS database for gauging history, calibration and GR&R in Oxford forging facility

CNC/Production/Quality Supervisor 2004 to 2011

Directly managed 50 UAW hourly associates over 32 CNC machining centers and 7 assembly dials

oEnsured safety, quality and production standards were regularly met

oMaintained and tracked overtime hours, labor efficiency, OEE and scrap to ensure targets were achieved

oParticipated in cross shift communication meetings and accurately completed end of shift reports

Regularly participated in PFMEA reviews and led initiatives to reduce Top 5 highest RPNs.

Routinely completed scrap and layered audits to ensure TS16949 and ISO09001 standards were maintained

Performed and documented various quality procedures to ensure PPAP approval and PRR reduction using Covisint, GQTS, Plex

Concluded and presented an A3 Problem Solving proposal to senior management on 12/4/07 that resulted in $75,000 annual savings with a 6-month ROI

Coordinated machining center cycle time reduction initiatives to improve labor efficiency

Supported the launch of new programs, processes and retools by providing manufacturing expertise and insight

Supported the implementation of standard lean tools across AAM’s Detroit Manufacturing Site (Workplace Organization (5S), Internal/External Pull Systems, Level Schedule, Plan for Every Part, Balance Charts, Owner/Operator, Value Stream Mapping, Material Flow Analysis, Standardized Work, Tugger Material Delivery Systems, Material Signaling Systems, etc)

Quality Operator Level 5, 1996 to 2004

Setup CNC machines, performed offset moves and programming changes/enhancementsas required

Changed and preset tooling, repaired/fixed die fixtures and details

Sustained close tolerances and maintained accurate records while performing dimensional and visual inspection including, but not limited to CMM, calipers, air and hand gauges, etc.

G/M code knowledge

Skilled at troubleshooting using PMC signal status and other means

Completed training for lockout procedures and hi-lo certification

Operation of robotic welders

Knowledge in assembly and specifically gear pattern reading

Responsible for shop floor engineering duties, as an acting process engineer, while on third shift (10/2001 to 12/2006)

Participated in various cross functional problem solving and continuous improvement teams

Process Engineer, 1999 to 2000

Responsible for the design and manufacturability of all Plant 3 machined products

Responsible for EN, EWO, PPAP, PIM revisions, and Test Orders

Updated and maintained control plans and PFMEAS

Assisted with job instruction development and training

Worked closely with other companies to resolve and root cause customer complaints (PR&R)

Summary

I have implemented numerous and successful lean manufacturing strategies in various industries. I successfully trained, led and empowered employees in a multitude of manufacturing disciplines, which includes self-autonomous work cells. I used and created quality systems and procedures for global applications. I also have a good understanding of the engineering processes and responsibilities obtained through course work and, more specifically, employment. I am experienced with MS Word and Excel. I desire a constant professional challenge, and I believe my diverse background demonstrates this attribute. Finally, I have been working in an ISO/QS certified environment for over eighteen years.

Certifications:

Lean Manufacturing certified through American Axle and Manufacturing (2008)

Dale Carnegie Leadership Training through the Ralph Nichols Group (2006)

Team Development through the American Management Association (2006)

Certified Handling Tool Operation and Programming through FANUC Robotics (2005)

Qualified Offset Operation through American Axle and Manufacturing (2000)

Certified Gear Pattern Reading through American Axle and Manufacturing (1997)

Applications:

Microsoft Office, PIM, Oracle, IQS, Plex Online, KRONOS timekeeping, Global Shop and Maximo

References:

Available upon request

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