Manager Quality

Daniel J. Finke

***** ***** ***** – Elkhart, IN 46514 * (Cell) 574-***-****

(email) *******@*******.***

SUMMARY:

More than 25 years of management and senior management experience. Proven ability to direct divisions, departments, teams and projects. Able to develop and implement policies and procedures. Adept at establishing timelines and prioritizing multiple projects simultaneously. Proficient at developing budget plans. Extensive background in process improvement, planning and audits. Excellent motivator, able to lead and mentor successful teams. Outstanding presentation and communication skills.

PROFESSIONAL BACKGROUND:

Conn-Selmer, Elkhart,IN

Manufacturing Manager ( Dec 2015 – present )

Lippert Components, Elkhart, IN.

Operations Manager (June 1, 2015 – October 30, 2015)

Internal Consultant evaluating process improvements for over 30 facilities

Reviewing and implementing Lean introductions of 5S, Kaizan events, leadership training, verifying Takt times and cycle times for all major production lines

Champion of approval on E-Certification for European shipments

Instrumental in identifying safety issues and making facilities compliant to policies and regulations

Promoted to General Manager for upcoming acquisition to start Dec. 1, 2015. The acquisition of the new facility did not transpire

Nautic Global Group, Elkhart, IN. ( Transferred from Rinker Boats )

Plant Manager (February, 2012 - May - 2015)

Managing five different plants totaling over 350 employees / numerous Supervisors / Group Leaders / Team Leaders / Technicians

Successfully identified areas for improvement and worked with functional leaders to develop improvement initiatives

Delivering results meeting financial and operational objectives of cost, inventory, delivery, safety and quality across the manufacturing platform

Providing strong and effective leadership by way of ongoing performance coaching and career development for the manufacturing team

Have strong knowledge and proficiency of standard lean tools and concepts (5S, value stream mapping, flow, standard work). Implemented line process improvements for each major model in the pontoon facility

Implemented and maintained preventative maintenance programs that did not exist before my arrival

Have extensive knowledge of industry principals such as lean manufacturing and six sigma methodologies

Rinker Boats, Syracuse, IN ( Owned by Nautic Global Group )

Plant Manager (February, 2012 – February, 2014)

Stand-Alone Sight Manager of 17 acre campus

Responsible for production, quality, safety, engineering, purchasing, maintenance, shipping, parts and warranty department

Accountable for projected annual budget

Evaluated root cause and implemented corrective action(s) to prevent defects within the operation

Developed and maintained production tooling and fixtures to support the design intent and to support the product plan

Developed production layout proposals and executed layout changes as needed to support the business build rate demands.

Taught, mentored, coached, and supported the project application utilizing the Six Sigma curriculum

Provided active and aggressive leadership in problem solving efforts on key projects to improve quality, reduce cost and/or improve cycle time. Lead problem solving efforts on key projects to improve quality and reduce the cost; i.e., wasted time, scrap, rework, etc.

Royal Oak Industries, Bronson, MI

Operations Manager (September, 2008 – February, 2012)

Managed two different divisions totaling over 250 employees / 10 Supervisors / Technicians / Team Leaders

Coordinated activities of divisions or departments such as operating, manufacturing, engineering, planning, sales, maintenance, or research and development, to effect operational efficiency and economy

Directed and coordinated promotion of products manufactured or services performed to develop new markets, increase share of market, and obtain competitive position in industry

Worked with Maintenance and Department Supervisors to ensure that all equipment was being properly maintained and that preventative maintenance was being performed as planned

Continually monitored job standards to assure efficient performance and reduced negative cost variances

Fostered the development of professional behavior, conflict resolution and leadership skills in all employees

Promoted operational and systems development for all facilities through continuous improvement initiatives

Reviewed overall product quality, production output, scrap and rework costs and adjusted production and inventory control methods to maximize operational efficiency

Recommended operational budgets based on booked orders and sales forecast and adjusted manpower levels accordingly to maintain overall performance within the established budget constraints

Adorn, Elkhart, IN

General Manager (June, 2007 – August, 2008)

Plant Manager (April, 2006 – June, 2007)

Adorn is the number one supplier in the nation to the RV industry, manufacturing hardwood and pressed doors along with styles, moldings, cabinets and vanities. Combined quantities were over 100,000 weekly.

Responsible for revenue of over $50 million annually

Managed a staff of 10 managers and 21 supervisors, coupled with a total of 250 employees

Directed and implemented all new product design and development

Implemented a training program of 5S and lean manufacturing concepts

Trained and designed all Kaizen activities

Provided technical assistance to develop and maintain an effective environmental program

Implemented a necessary TPM program along with revamping the entire maintenance department

Extensive experience with CNC Routers, Optimizing Saws, Molders and a Spray Line Department which provided numerous applications of various stains and coatings

Responsible for Import/Export of Purchasing / Vendor Relations / Business Development / Shipping/Receiving / Inventory Control / Quality Control Activities

Consulted with engineering personnel relative to modification of machines and equipment in order to improve production and quantity of products

Held accountable to produce and manage a detailed annual budget

Annual productivity increases from 5% - 10%

Reduced equipment set-up time 25% - 50%

Reduced labor 7% to less than 4% of sales

Reduced quality returns from 3% to 0.6%

Bosch Chassis Division, Saint Joseph, MI

Operations Manager (2000-2006)

Managed 5 different departments totaling over 300 hourly employees / 11 Production Supervisors

Responsible for quality, on time delivery, and total customer satisfaction

Improved OEE (Overall Equipment Effectiveness) by 15%

Maintained 95% safety record on monthly safety audits

Completed 95% of all departmental 5S workshops

Reduced scrap and reject rate by 25% under business plan

Reduced material inspection reports by 30% from year 2004

Reduced stop shipments due to assembly errors by 40%

Developed communication process/visuals for department

Established visual min/max systems and standards

Developed training and certification program for departments

Leader/Facilitator for ISO-9001 documentation and implementation

Provided and developed Quality Manual Procedures, Work Instructions, Training and Audit Creation Culminating in ISO-9001 Certification

Responsible for all CIP training for both salary and hourly associates

Completed Lean Enterprise Institute program (Rick Harris)

MTM Certified (Method Times Measurement)

Greenbelt Certified

National Standard, Mishawaka, IN

Supervisor (1999-2000)

Supervised approximately 100 employees ranging from maintenance, quality, operations, and shipping and receiving

Managed internal audit process

Managed internal and external corrective and preventive action processes

Coordinated supplier quality audits

United States Marine Corp, Kentucky / Indiana / Virginia

Operations Chief / Platoon Commander (1995-1998)

Responsible for training and instruction of over 600 students attending Tank Crewman course

Efficiently planned and scheduled Training and Operations for Marine Corp Detachment

Successfully planned and produced Course Description Data for Marine Training Company

Responsible for maintaining and accounting for over $150 million in equipment and accessories

Marine Officer Instructor at the University of Notre Dame (1992-1995)

Selected out of an elite group of Instructors to take this position

Responsible for training of more than 800 NROTC students

Company Gunnery Sergeant / Instructor (1988-1992)

Responsible for training over 400 Officer Candidates at Officer Candidate School

Managed a quality control staff responsible for evaluating all training, periodic preventive maintenance inspections, all calibrations of specialized test equipment and maintaining all records of the above mentioned

Managed all aspects of maintenance and operating personnel across 10 different specialist, including electrical and diesel power, vehicle gas and diesel powered, supply/logistics, quality control and maintenance control as well as an administrative staff

COMPUTER SKILLS:

Windows, Excel, Word, Power Point, Outlook

AWARDS AND RECOGNITION:

Numerous military awards and personal recognition available upon request.

Retired from United States Marine Corps: 1978 – 1998

WORKSHOPS

Advanced CNC Training Lock, Tag, Try

Effective Presentation Low Cost Jigs and Fixtures

Internal Audit Certification The Game of Business

Managing Multiple Projects Advanced Leadership

LEADERSHIP

NROTC Instructor at University of Notre Dame

Platoon Commander at Fort Knox Training Facility

Operations Chief Marine Corp Detachment Fort Knox

Kaizen Leader

Lean Leader

5S Leader

Six Sigma Greenbelt

Lean Enterprise/TPS Certified (Rick Harris Institute) Denver, Colorado

Lean Champion Certified from MMTC (Michigan Manufacturing Technology Center)

References Available Upon Request

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