Paul A. Wybo

260-***-**** *** Abbey Place Blvd., Fort Wayne, IN 46804 ac2aj8@r.postjobfree.com

OPERATIONS/GENERAL MANAGEMENT

Production, Engineering, Lean Manufacturing, Six Sigma

Recognized throughout my career as a visionary operations leader and a hands on manager with in-depth knowledge of the marketplace and the manufacturing landscape to significantly increase profits through operational efficiency. I have solid organizational, communications and time management skills and I am adept at bridging engineering gaps to complete business interests and develop product and process improvement initiatives. I am seeking a position in Manufacturing Operations management bringing 25+ years’ experience as follows:

KEY STRENGTHS

Strategic Operations Management Lean Manufacturing & 6 Sigma Risk Management

P&L Accountability Process Analysis Maintenance Management

Cost Reduction & Budgeting Product Development Sales & Marketing

Financial Management Project Management Purchasing & Inventory Control

Strategic Planning Quality Assurance (AQPQ) Shipping & Receiving

CORE COMPETENICIES

Strong operational process improvement background through effective cost reduction, tactical planning, productivity gain and revenue growth strategies.

Results-driven with exceptional practical judgment and skills in developing process improvement, lean manufacturing and team management directives.

Expertise in lean manufacturing with extensive scope of responsibility and a proven track record of delivering optimal results in a high growth environment that exceeds operational goals.

Skilled at identifying and correcting process waste and quality deficiencies as well as designing and implementing solutions to improve productivity and quality.

Extensive experience in product design/development, product costing/pricing, BOM management and inventory control.

Proficient in Microsoft Office, AutoCAD, MAS 90/200, and Peachtree for Manufacturing.

PROFESSIONAL PROFILE

ABC Industries Inc., Winona Lake Indiana Jun 2015-Present

Vice President of Operations

Operations management of a mid-sized, multi-facility manufacturer of Ventilation Ducting for the Mining Industry, Industrial Fabric Manufacturing for Automotive and Structural Fabric Industries and Industrial Ventilation Ducting for the HVAC, De-humidification and Airline Industry. Implementation of strategies to improve operational metrics in Labor Efficiency, On-Time Delivery, First Pass Yield, Customer Satisfaction, Scrap, Manufacturing Supplies, and RAW/WIP Inventory levels that exceed business objectives.

(6 direct reports, 100 indirect)

Improved production labor efficiency by more than 60% in the largest department and an average of 34% companywide by improving equipment utilization, first pass yield and scrap reduction through set-up activities material flow.

Consolidated material suppliers, inbound freight, and managed Economic Order Quantities to reduce RAW Material costs by 5%.

Right sized labor staff levels to match business requirements. Cut overtime by 35% reducing voluntary turnover from 300% to 40%.

Reduced scrap levels from 3.5% to 1.4% by addressing the most common causes identified through analysis. Machine Set-up standardization programs have reduced set-up scrap by more than 50%

Reduced overall inventory levels by $1.7 MM through adjusting order practices. Implemented strategies to move slow and no moving inventory and convert to cash.

Achieved On-Time Delivery rates of 98.4%. Reduced customer returns to less than 1.2% of revenue.

Developed an “Introduction to Lean” training program along with a “Learning to Manage” and “Lean SMED” training program to develop the existing Supervisory Team.

ABLE MANUFACTURING and ASSEMBLY, Joplin Missouri Feb 2014-May 2015

Vice President of Operations

Control and oversight of the entire operations of a mid-size, multi-facility fiberglass manufacturing operation specializing in the manufacture of OEM components for the Agricultural Equipment, Rail Transit and Heavy Construction Industries. Implemented strategies to improve the overall Safety of the Employees, Quality of Goods Produced and Efficiency of the Production Operations and On-Time Delivery to the Customer. Responsible for management of the accuracy BOM’s and BOL’s, Raw Material Usage, Inventory Levels, Plant Production Flow and Production Equipment Requirements. (8 direct reports, 320 indirect)

Improved production efficiency by 7% by introducing 1-piece flow techniques into the production line, reducing WIP levels by 30% and implementing waste and re-work reduction opportunities.

Reduced raw material costs by 1.5% by consolidating purchases between plants and negotiating volume pricing, selecting cost effective materials and reducing material usage while still maintaining customer requirements.

Increased production output, reduced scrap/re-work by focusing on operational changes that produced higher quality parts from the molds that required less finishing downstream. This resulted in an overall quality improvement to the customer throughout the plant.

Changed plant layout to improve part flow through the facility to increase output while reducing material handling requirements.

Improved profitability from a negative EBITDA to a positive EBITDA in one year through a combination of implementing Lean Manufacturing techniques, improved labor efficiencies, raw material cost reductions, raw material usage, scrap and rework reductions and pricing product correctly to the customer.

Improved On-Time Delivery to the customer by 19%.

GOLDSHIELD FIBERGLASS, Decatur Indiana (a division of Allied Specialty Vehicles) Apr 2012-Feb 2014

Operational Excellence Manager

Providing organized leadership with the goal of sustainable continuous improvement in quality, safety, cost and process control using proven techniques in lean manufacturing and scientific management. Successful implementation of a business management system of Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams working to achieve operational excellence. Goldshield Fiberglass manufactures fiberglass components for OEM automotive heavy service trucks. (7 direct reports)

Improved External Customer Quality Defects metric by 50% through successful implementation of root cause analysis and corrective action teams to identify and eliminate issues, reducing rework and scrap, resulting in an overall quality improvement.

Reduced internal defect rate from 3.7 DPU to 1.6 DPU through the creation and implementation of a defect tracking database and manufacturing process audits. Created process audit teams consisting of engineering personnel, manufacturing labor and supervisory staff to assist in process evaluation and problem solving.

Facilitated Strategy Deployment Exercise to determine management plan, key performance metrics and goals. Responsible for maintaining MDI boards, monitoring actual performance to metrics and supporting corrective action plans when required to meet goals.

Designed plant and production layouts to improve process flow and reduce overall manufacturing footprint to allow for future product expansion.

Developed quality defect containment system and corrective action documentation to prevent further occurrences of defects passed to the customer.

Improved part scheduling practices to increase production efficiency.

GOLDSHIELD FIBERGLASS, Decatur Indiana (a division of Allied Specialty Vehicles) 2010-Apr 2012

Production Manager - Thermoform Division

Developed Capital and Operating Budgets for a new Thermoform division of Goldshield Fiberglass. Directed the establishment of the Thermoform Manufacturing Facility while staying inside of approved Capital Budget. Managed the start-up operation of the facility, trained new employees, implemented lean manufacturing techniques and created production planning systems. Managed daily operations while improving efficiencies and quality as well as sustained profitability. The new thermoform operation currently supplies automotive dashes and trim pieces to ASV companies. (4 direct reports, 17 indirect)

Created Capital and Operating budgets for start-up facility. Managed facility construction, equipment purchases and installation as well as facility start up. Team Leader for 3P Kaizen event to develop plant layout.

Bronze Certified in the ASV Lean Production System. Team Leader of 5 Major Kaizen events and participated in 11.

Responsible for all PPAP First Article Thermoform Parts, New Employee Training, Production Planning and Lean Strategies Implementation.

Team Leader for SMED Kaizen Event to reduce mold installation set-up times from 1 hours to 18 minutes.

Developed MDI Boards, Visual Management System and introduced One Piece Flow into a batch process.

Have introduced over 150 new parts into the operation. Created full documentation for each part including Standard Work, Critical to Quality documents and Part Recipes to ensure repeatable production.

Responsible for creating monthly operating budget for division and operating within budget.

THREE RIVERS SPAS, Fort Wayne, IN 2005-2010

Vice President of Operations

Assumed full responsibility for managing all plant operations and sales from product design thru delivery to the customer. Oversaw the generation of maximum profitability and ensured full production levels were met while simultaneously performing safety, quality, cost and inventory management within operating budget constraints. Oversaw and directed employee disciplinary and training programs, safety programs and plant improvement projects. Grew business revenues from a start-up company to over $5 million in sales. (5 direct reports, 37 indirect)

Created Capital and Operating budgets for start-up facility. Secured financing and operated within budgets.

Built the manufacturing facility from the ground up including production line layout, equipment selection and manufacturing process. Used lean manufacturing techniques to create standard work and implement “one piece flow”.

Designed, documented and implemented all manufacturing procedures, quality controls as well as trained employees.

Designed all products from concept to market as well as specified all equipment used in manufacturing.

Developed marketing program to attract retail dealer & distributors as well as a direct to consumer sales program.

Grew dealer and distributor program to sell our products in North America and 7 European countries.

MASTER SPAS, Fort Wayne, IN 2000-2005

Vice President of Manufacturing

Assumed full responsibility for all aspects of manufacturing products for an $85M in yearly sales spa company. Managed all areas of process control, engineering, purchasing, inventory control, quality control and maintenance. Coordinated with the sales and marketing team to develop new products for the market as well as working with suppliers to develop control equipment and accessories for new products. (9 Direct reports, 400+ indirect)

Managed the manufacturing operations of a fast growing spa factory from a single shift, $9M yearly sales to a three shift, $85M yearly sales in 5 years.

Designed, developed, costed and implemented into manufacturing 17 new products from concept to finished product.

Implemented lean manufacturing techniques to improve process efficiency by 40% and product quality by 25%.

Reduced raw material inventory levels by 50% and improved on time delivery to above 98%.

Invented spa filtration system (US patent #6,962,660 B2) and introduced it to the spa market place.

Managed hiring, evaluations and disciplinary action to over 400 supervisory and labor employees.

MAAX SPAS, Beamsville, ON Canada 1996-2000

Product Development Manager

Responsible for all aspects of manufacturing, engineering and product development for three spa manufacturing facilities throughout North America. Designed all products for 5 different brands of spas. Oversaw three engineering teams for new product testing, building of 1st articles, and introduction to manufacturing. Created an entirely new process for the automation of vacuum forming controls to improve product consistency and overall quality. (7 direct reports, 22 indirect)

Design and development of portable spas from market concept to manufacturing implementation.

Design and procure all tooling and fixtures to facilitate efficient manufacturing and improve consistent production of the products.

Implemented lean manufacturing procedures to plant layout and process to improve efficiencies and reduce scrap.

Maintained all documents, SOP, BOM, manufacturing and material costs as well as labor routings and tracking of manufacturing overhead.

Designed, developed and tested distinct features and technical innovations as determined by market demand.

Managed a group of 7 engineering professionals in Product Development, Process and Quality Engineering.

GREENWOOD ENVIRONMENTAL, Niagara Falls, ON Canada 1994-1996

Research and Development Manager

Designed, developed and tested new technologies for the purpose of treatment and reclaim/recycling of industrial waste water. Responsible for fabrication and testing of prototype equipment as well as integrating systems into industrial applications.

NIAGROW SYSTEMS, Niagara Falls, ON Canada 1991-1994

Mechanical Systems Designer

Responsible for the design of hydronic heating systems and hydroponic irrigation systems for large scale commercial greenhouse applications. Oversaw the management of the installation crews and implemented in the field design changes to overcome installation issues.

FLECK MANUFACTURING, Tillsonburg, ON Canada 1990-1991

Process Technician

Responsible for the design and documentation of appliance wiring harnesses and extension cords. Developed assembly and test fixtures for manufacturing of appliance wiring harnesses and extension cords.

EDUCTION HISTORY

Fanshawe College of Applied Arts and Technology

Mechanical Engineering Technology

US Equivalent BS Industrial Engineering

Permanent Resident of the United States of America (Green Card Holder)

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