Mike Zanutto

Manteca, Ca. *****

Cell Phone: 714-***-**** E-mail: ac4fg7@r.postjobfree.com

- Personal Strengths -

Strong, Effective Leader who drives Personal Accountability and Team Success

Creative and diverse manufacturing experience from hands-on to Business Management

Vast experience in managing sites with large equipment and machinery from design, operations to maintenance

Proven success in Production Start-ups with strong Project Planning and Implementation skills

Leadership experience in both union represented and non-union environments

Applies logical judgment in resolving routine to complex production issues

- Professional Experience-

Fabco Automotive 2015 - 2017

Livermore Fabco Operation produces a broad range of Steer Drive Axles, Transfer Cases, Split Shaft Power Take Offs, and other industry leading specialty products for the commercial severe-duty industry. With 45 employees on 2-shifts, the machine tools in the facility included an FMS with 2 Makino a88 horizontal machines with a total of 660 tools and 45 pallets. We also had a Mori Seiki Lathe mated to a Fanuc robot, Mazak i-330, Mazak Hyperquadrex, and a dual robotic welder using Motoman rototics. Assets sold to Meritor Automotive, Mgt. group rif’d upon acquisition.

Director of Operations – Livermore, CA

Operations Accomplishments

Successfully manage day to day site operations while maintaining 11% under 2017 AOP YTD; responsible for $15M annual operational budget

Able to manage operations effectively and maintain similar output with 30% reduction of resources as directed by Corporate

Establishes annual goals and strategic action plans to align with CEO and shareholder’s visions for the business

Manages resources to ensure on time deliveries to customer and direct immediate actions to address potential late deliveries as occurred

Implemented visual management system on shop floor to establish daily production priority planning and visualized daily output performance

Lead and support direct reports using effective problem-solving skills for day to day production and customer related issues

Provided training to key employees to allow flexibility in resource planning

Conducts routine All Employee Meetings to provide top down communication to employees on site performance, opportunities for improvement, and company’s targets and goals for the year

Apply best-in-class, up to date industry practices to achieve significant and sustained improvement in operating costs, product costs, product quality and process development

Foster a safe working environment and drive safety projects to ensuring safety commitments are held

Work with Union Representatives to address issues related to Union members and participated in negotiation of the IAM Collective Bargaining Agreement with company HR

Provide leadership to ensure operation is conducted in accordance to TS16949 and ISO14001 management system requirements, as well as supporting audits which resulted in zero findings in 2016 and 2017.

Customer Relations Accomplishments

Successfully renewed and secured a $950K contract to supply axles and transfer cases for PG&E vehicles in 2017

Routinely visited OEM sites to establish relationship with local customers and to understand customer’s application requirements, recent issues and opportunities for improvement on Fabco products

Established relationships with potential customers who needed agriculture vehicles, emergency response vehicles, and city, state and military vehicles

Provided immediate support for local customers and immediate containment solutions for field issues

Consolidated Engineering Solutions 2014 – 2017

Created CES as a partnership with a focus on supporting local industries in the Central Valley. With 2 Cincinnati Lathes, 2 Fadal VMC’s and a Bridgeport EZ-Trak, my business partner manages this business full time and I have been a silent partner since joining Fabco in 2015.

Co-owner – Sonora, CA

Machining Operations

Market CES to major OEM manufacturers and scout complex design and manufacturing opportunities for various industries including aerospace, bottling and food processing equipment

Provide customer engineering services which includes technical consulting, CAD Design and manufacturing of fixtures and equipment

Prepared facility and manufacturing process for a successful FAA audit

Expanded customer base by identifying outside sourcing that complements internal capabilities

Design and manufacture equipment for packaging fresh produce

Enhanced shop floor equipment by updating current machine with 5-axis machining capabilities

Implemented E2 Shop floor management system to enhance process flow, part traceability and establish quality compliance for customers

Machine armatures used to manufacture food storage material

Supplier of timing screws used for bottling and canning

Flash Welding Products

Expanded business by acquiring Flash Welding Products which was originally established in 1944

Re-established pricing based on market demand and product quality while successfully retained 100% of customer base from previous ownership

Improved inventory management by reducing product variation

Ensure tooling, fixtures and forming dies are in good working condition

Streamlined supply chain required for production within facility

Established min-max levels for inventory; organized warehouse to maintain inventory

Increased OP by 48% by improving manufacturability of detail parts and reduced number of outside processing steps required to complete assembly

Updated engineering documents into CAD format for top 20% of active products

Manufactured and shipped product which reduced 2014 backlog from 80%

Designed product packaging which is shipped and displayed in retail outlets

Flextronics 2013 - 2014

Morgan Hill Flextronics Operation provided machined hardware components for the semiconductor industry. At the time we had a 156k sq.ft. facility with 125+machine tools and 350 employee, 3-shift operation. The largest of the machines included a FMS made up of 4 Mazak 1550’s and another FMS made up of Makino a55 Horizontals. We also had 8 Komo bed mills and 3 Toyoda Horizontal machines and 4 Mazak i-700’s.. There was a desire in 2013 to diversify the business to include an aerospace and automotive customer base. After joining Flextronics to help grow this new venture, it was quickly determined that Flextronics was not prepared for the investment required for this new business. Employees who were hired to support the new business were rif’d and the Morgan Hill facility was sold soon after.

Director of Operations – Morgan Hill, CA

Supported AS9100 Rev C certification which enables the site to support global A&D customers

Interfaced with external customer for preparation of international production transition to our facility

Achieved customer diversification goal by adding 5 new business ventures since June 2013

Acquired new talent and reallocated existing employees to better support career growth and business needs

Created capacity plans using real-time data collected on shop floor equipment

Implemented visual controls (white boards and flat screen monitors) in the facility to better communicate business health to all employees

Established daily progress tracking on 120 CNC machines to ensure machines were meeting expected goals

Ensure $150M operational budget is maintained and ready for corporate review during the weekly Financial Outlook (FOL) meetings

Improved product flow by strategically rearranging existing machines

Guided Lean culture by actively supporting daily Gemba walks on shop floor with management and leads

Implemented a CMMS (Computerized Maintenance Management System) to establish TPM and coordinate maintenance activities in the facility

United Technologies Aerospace Systems (Goodrich) 2008 - 2013

UTC in Santa Fe Springs manufactures aircraft carbon-carbon brake components along with a small variety of automotive racing products. Turning was performed by standard 2-axis lathes and a few products required machining on our Mori Seki NH4000. I left UTC in 2013 after being recruited by Flextronics who was interested in supporting the aerospace industry.

Operations Manager – Santa Fe Springs, CA

Administer ACE (Achieving Competitive Excellence) in all phases of manufacturing operations and day-to-day management of the Fabrication, Machine Shop, Finishing and Assembly departments

Develop and manage $6M budget for manufacturing operations

Reduced headcount from 45 employee, 3-shift operation to a 35 employee, 2 shift operation in a 12-month period by implementing lean principles such as 1-piece flow and FIFO

Designed and implemented production fixtures that reduced carbon panel machining cycle time by 45%

Utilized Policy Deployment to develop strategic roadmaps focused on achieving organizational objectives and competitive excellence

Reallocated hardware removal operation for recycled material to a local source realizing an annual cost savings of $150k/year

Championed the People Philosophy culture throughout the organization

Managed preventative maintenance and cycle life on die cutters and fixturing

Maintain an effective staff by assessing team member skills, requirements and develop training action plans for all employees

Utilize QCPC and various ACE tools to support and track closure of identified turnbacks to ensure root cause is identified and proper corrective actions are put in place

Implemented cross training across departments to better utilize resources, support product flow, succession planning and the organizational growth plans

Maintain and support the Lean Daily Management System (LDMS) to communicate production performance and improvement opportunities

Develop improved methods of receiving and transitioning new programs and design changes from the engineering team to production

Support EH&S initiatives by ensuring compliance of all safety and environmental regulations, and work towards creating and promoting a safe working culture in support of Enterprise standards

Gulfstream 2007 - 2008

With a desire to migrate back towards the West Coast, I accepted an opportunity with Gulfstream to establish a 100k sq.ft. small parts manufacturing facility in Mexicali. This facility would produce machined and sheet metal parts and also included wet processing all within this facility. The objective was to develop their new facility to an operable state with 300+ employees working 3 shifts, equipment and processes in-place so the local employees could manage the business long term. Prior to my arrival at Gulfstream relationships had already developed with Mazak. My overall objective in Mexicali was accomplished in approximately 12-month time frame.

Machining SBU Sr. Manager – Mexicali, Mexico

Objective was to establish production operations in a new 100k square foot manufacturing facility leading 100 plus employees

Provided strong leadership and team building through effective communications, coaching, training and development

Developed performance metrics including daily output, FPY and OTD

Established departmental policies and procedures

Led and participated in continuous improvement events using Lean Manufacturing methodologies

Provided performance feedback to help develop team members and motivate positive behaviors

Removed obstacles and obtained resources to help teams achieve objectives

Developed and managed annual capital expenditures

Boeing 2001 - 2007

Having 12 bed mills with 120’beds and 8 VTL’s with 15’ tables along with some other machine tools, significant floorspace was required for these machines. During this time Boeing and Lockheed Martin created the joint-venture ULA. Wanting to move towards the West Coast to be closer to my aging parents, I decided to leave ULA for an opportunity in Mexicali.

Operations Manager (Boeing / United Launch Alliance) – Decatur, AL 2005 - 2007

Managed daily production activities in a 600,000 +/- square foot machine shop

Provide coaching for 32 union and non-union employee, 2 shift operation

Planned and developed annual budget forecasts for direct and indirect costs

Implemented lean manufacturing principles including a kanban process for cutting tools

Report weekly department cost performance index (CPI) based on BCWP/ACWP

Continuously reduce manufacturing costs with process improvements

Responsible for determining appropriate headcount and adjust accordingly

Manufacturing Engineer/Project Manager – Houston, TX 2001 – 2005

Having worked as a machinist in the Boeing Product Support Center for Nasa Systems, I was recruited by the Director of Nasa Systems to manage the relocation of the Orbitor Docking System Engineering Test Stand from Huntington Beach to Houston. Having successfully completing this, I was then asked to manage the ground support equipment for Boeing Nasa Systems at all locations. With machining in my DNA, when a Machining Manager was needed at the Decatur, Alabama site I was asked and accepted that role.

Provided support for NASA Systems related to the Space Shuttle and Space Station programs

Coordinated change, optimize processes, address producability issues and production and post production problems

Created composite repair processes and procedures for laying up Space Shuttle compartments

Developed test procedures and assist U.S. and Russian engineering tests

Acted as the Boeing Chairman for the ISS Support Equipment Control Board

Managed an end-of-life cycle process for existing Space Station ground support equipment

– Community Service –

San Benito County Health Foundation Board of Directors – Board Member 2014 – 2017

– Education and Training –

Bachelor of Science/Business Management (BS/BM)

Machinist Technical Training (Machinist Apprenticeship) – United States Air Force

Advanced Programming Fanuc Controls – Ellison Institute

Metallurgy Technology – University of the Air Force

Leadership Development – Motorola

Root Cause Analysis – Apollo Training

Mentoring Workshop – Boeing

Leadership for Space, Facilitator – Boeing

Lean Practitioner Certified – Goodrich

Goodrich People Philosophy Clinic (GPP) – Goodrich

ACE Associate trained – United Technologies Aerospace Systems

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