Gerald J. Schaefer

**** *. ****** ***** ***** Bay, WI 54311-7365

920-***-**** ac1h42@r.postjobfree.com

Project Management Office (PMO) Director / Manufacturing Operations Director with track record of success in Project Management Leadership, Operations Management Leadership, Manufacturing Systems Optimization, Organizational Excellence, Continuous Improvement, Organizational Capacity Development, Project Management, and Six Sigma-Lean Manufacturing. Extensive experience in Large Capital Program Management, New Product Development, Autonomous Maintenance, Safety Management, Statistical Methods for Quality Improvement, that delivers reduced costs, improved yields, and reduced cycle-times.

CORE COMPETENCIES

Daily Direction Setting and Dashboard

KPI Tracking Systems

Asset Reliability Improvements

Manufacturing Best Practices

Principles of Project Management (PMP) Regulatory Procedures

ASQ Certified Six Sigma Black Belt

Safety Systems Development & Auditing

New Product Development

Program Management

Kaizen – Breakthrough Change 5S & Workplace organization PROFESSIONAL EXPERIENCE

NEXTERA ENERGY RESOURCES, (FLORIDA POWER & LIGHT), POINT BEACH, WI 2015 - PRESENT A publicly held $17 billion utilities company, FPL generates 25 gigawatts of energy mostly from natural gas, followed by Nuclear power. 800 employees locally, 14,000 employees nationwide. Enterprise Risk – Nuclear Power Project Manager

Project lead for over $23 Million capital projects work load categorized as “Enterprise Risk” as part of a four nuclear plant fleet business unit.

Lead for Nuclear Regulatory Commission (NRC) “First of a Kind” $10.7 Million Open Phase Detection and Protection project. Responsible for the in-service commitment to ensure nuclear safety cooling water to the core.

Project Lead for NRC mandated $9.3 Million Cyber Security Protection. Responsible for assessment and mitigations for cyber-attack preventions for all Critical Digital Assets (CDAs) inside the protected area of the nuclear plant.

Responsible for managing and reporting out of project status to Executive & Senior Management and maintaining project commitments to NRC and other industry entities.

Projects Group Leader for Continuous Improvement initiatives and procedural change requests. THE MANITOWOC CRANE COMPANY, INC., MANITOWOC, WI 2012 - 2015 A publicly held $4 billion manufacturing company that provides heavy lift equipment to the construction industry. 800 employees locally, 13,000 employees worldwide. Director – Project Management Office PMO

Developed a Global PMO strategy in OGSM format to design and deliver PMO systems for five manufacturing sites of three major product lines in four countries from which to model their PMO function.

Implemented a program execution strategy never utilized in company history to deliver three major Integrated Product Development initiatives totaling $81 Million in a 36% schedule compression.

Mentor for multiple multi-disciplined project teams in Project Management tasks to build skills and deliver outcomes on time using PMP tools new to the company.

Responsible for managing and reporting out of Project Initiatives status to Executive & Senior Management and for providing counsel to Steering Teams when corrective actions are required.

Responsible for managing a portfolio of projects planning & results utilizing such tools as a comprehensive schedule for all projects in play and or in development for launch.

Developed a 35 hour “Philosophies of Project Management” training course to bring PM concepts to support staff and others outside of project teams. FUSION INTEGRATED SOLUTIONS, LLC., GREEN BAY, WI 2010 - 2012 A privately held $6 Million engineering firm that provides multi-discipline services to the Pulp & Paper, Utility, Consumer Products, and Government sectors. 50 employees. Sr. Manager of Projects / Power & Controls – Operations Improvement Consultant

Grew the Power & Controls section capacity by 1400% in 16 months increasing firm profits by 28%.

Created systemic tool set for consistent proposal writing, estimating, cost tracking, and design deliverable formats leading to increased efficiency and improved quality of products to our clients.

Led project team for Front End engineering contract worth $88,000 for the conversion of six production lines totaling over $3,600,000.

Secured a new client relationship with a $145,000 engineering contract setting a record for the Power & Controls group, leading to client diversity and increased stability for the firm. AMERICAN TRANSMISSION CO., LLC., DE PERE, WI 2005 - 2010 A privately held $2.75 billion electrical power transmission company that owns and operates over 9,000 miles of the high voltage grid in eastern WI and the UP of MI. 550 employees. Project Management Team Leader/ Director (PMO) / Sr. Project Manager

Trained in Construction Industry Institute’s (CII) “Zero Safety Incidents” program then launched it using DMAIC tools driving injury rate from a 6.2 to a 1.4.

Created Project Management Manual to standardize deliverables and improve project phase handoffs resulting in project cost forecasts to within 10%, on schedule, and correct scope.

Implemented department goals tracking through automated dashboards that corrected budget variances greater than 10%, full safety training and audit compliance, and ensured corporate project milestone dates were realized. Managed an annual spend of $88M - $255M.

Brought vertical start-up model to company to minimize construction error costs resulting in

$84,000 in immediate savings and established it as tool for future projects.

Delivered a four year $12,400,000 major network node green-field substation on schedule and within budget with company record setting safety and environmental results.

Applied Value Streaming principles in the development of a complex 14 stage construction plan resulting in flawless execution with no forced or rescheduled outages thereby maintaining network stability.

SCHAEFER CONTRACTING, INC., GREEN BAY, WI 2004 – 2005 Contract services provider of Strategic Planning, Due Diligence, Six Sigma - Lean Manufacturing, Project and Construction Management. 1 Employee.

President / Owner

Led the Corporate Strategy 2005 planning for a $6 Million Machine Manufacturing company and later redesigned and implemented daily planning and measures tracking to improve worker productivity by 83% (90 days to 16) in 4 weeks.

Trained and directed Lean Manufacturing concepts from Muda (waste) identification & elimination to value streaming and developed 5S standards for high precision machine shop to result in a cultural shift unprecedented in company history (Custom Machine Shop).

Managed all phases of market analysis, design, funding, constructing, marketing and sales of a

$429,000 appraised value home - sold in half the time as competition. (General Contracting)

Led major reorganization of manufacturing department resulting in daily direction setting, development and tracking of key process variables, and 100% full shift coverage support a Nutraceuticals Company (Machining / Custom Gear Company).

Developed then trained operations management in daily direction setting, principles of project management and manufacturing process improvements (Nutraceuticals Company).

Value Streamed a production planning work process to reduce 117 steps to 23 (80% improvement) for FDA regulated systems on a 300+ SKU product line (Nutraceuticals Company).

Developed and implemented a multi-phase Lean Manufacturing Initiative saving $35,000 annually in overtime (Nutraceuticals Company).

Developed plant wide safety program resulting in a 66% improvement in TIR (Nutraceuticals Company).

PROCTER & GAMBLE PAPER PRODUCTS CO., Green Bay, WI 1984 – 2004 A Fortune 23 worldwide consumer products company that manufactures over 40 brands with annual gross sales of

$79 billion. 140,000 employees.

Lead Technical Engineer & Sr. Project Manager /Technical Engineer (1993-2004)

Trained then mentored 88 production line personnel in the use of Statistical Methods for Quality Improvement tools. Each technician developed a personal project for Continuous Improvement using these tools to achieve pay raises.

Created a Current Best Approach system for establishing operations procedures to make product change-overs repeatable and efficient driving an increase in uptime by 13%.

Developed an automated production line reporting system which collected and reported machine and operating team performance measures to prioritize management focus for daily task assignments.

Negotiated blanket P.O. to consolidate machine shop procurement saving $163,000.

Improved equipment uptime from 65% to over 80% through employment of Autonomous Maintenance tools on a 24/7 operation and reduced annual maintenance costs by $19,000.

Developed a rapid changeover (SMED) kit for packaging machines which was rolled out to multi-plant sites as a vendor standard saving $510,000 annually.

Spearheaded emergency rebuild from concept to full production in 7 weeks that avoided $93,000 planned purchase of new unit and cut scrap loss $83,000 annually.

Performed several experimental test runs for Product Development teams utilizing Design of Experiments to determine product attributes. Worked extensively with a diversity of corporate functions interfacing - Product Development, Marketing, Engineering, Manufacturing, and Sales. Technology Operations Leader / Technical Engineer & Maintenance Manager (1986 – 1993)

Designed a work & training system to transform a traditional union “pay for task” oriented culture of millwrights/electricians into a “pay for skills”, high-performing maintenance organization. System became model for rest of the plant due to benchmark results.

Led culture and morale turnaround by establishing people development SOPs for a 24/7 paper converting business area operating 10 lines. All 12 operating teams became self sufficient within 2 years, resulting in reduction of overtime costs by 14%.

Developed a shift reporting system and trained line operators and maintenance personnel in Best Practices for reporting downtime and repairs leading to a 17% increase in reliability.

Created a set of Machine Timing diagrams for world’s fastest Facial Tissue line reducing downtime by 8%.

Automatic Controls Engineer (1984 – 1986)

Improved After-Hours Emergency Call list procedure to reduce downtime by 20%. EDUCATION & TRAINING

University of Wisconsin Madison, B.S. - Chemical Engineering Villanova University – Certificate in Six Sigma Black Belt Project Management Institute (PMI) –Project Management Professional (PMP) Trained American Society for Quality ASQ – Certified Six Sigma Black Belt & Member Advance Leadership Development Process Training – Manitowoc Co. Systems Management Development Workshop Visions Diversity Training – Procter & Gamble Co. SAP, MS Office Suite, AutoCad – Trained User German Language Skills

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