Daniel A Matson
To utilize my extensive management and manufacturing background to provide strong leadership to maintain and improve plant safety, manufacturing and quality.
JHI Group, Inc. – Firelands Fabrication
January 2013 – March 2018
Part of Corporate Exec Team with President that managed all company Financials and benefits.
Part of Corporate Exec Team with President that identified and negotiated acquisition of new business unit.
Complete Financial responsibility for Steel Fabrication business unit, including P&L and Capital Equipment.
Grew estimating and PM department by over 50% and developed new stand-alone detailing department.
Managed installation and start-up of multiple pieces of major capital equipment
Increased shop capacity by 50% while drastically improving product quality
Implemented new inventory control and production management software system
Expanded and trained workforce to utilize new technologies that improved quality and increased production
Implemented new Quality System to prepare for AISC Certification
Improved Safety and Environmental compliance
JHI Group, Inc. – Janotta & Herner
June 2002 – January 2013
Personally, developed new client relationship that has led to numerous multi-million-dollar projects and yearly R&M and process improvement projects for 16 years straight.
Managed 5 to 8 active projects at one time, ranging in size from $100,000 to $9,000,000
Responsible for all project aspects, from initial owner contact to final completion and occupancy.
Responsible for estimating, buyout of material and sub-contractors, schedule and project budget
Projects consisted of wood construction, pre-engineered metal buildings and conventional steel construction for the industrial and commercial markets.
March 1996 – June 2002 Multiple Locations
Corporate Commodity Manager – Capital Equipment & Projects
Facilitated development of RFQ’s with corporate engineering and plant personnel on major capital equipment and building projects.
Worked with engineering team to specify and install a $2.5 million press automation project
Part of multi-discipline project team that specified and installed a $10 million robotic assembly line
Engineering Manager – Liverpool Coil & Valley City Steel
Directly managed 21 employee department responsible for all R&M and capital projects for two steel processing facilities with annual maintenance budgets of $4.5 million.
Significantly reduced maintenance downtime on equipment and reduced overall maintenance costs
Implemented multiple process improvement projects to reduce monthly R&M costs by over 40% and indirect material costs by $10,000/month
Responsible for all EPA and environmental regulation compliance
Operations Manager – Jefferson Blanking
Managed daily operations of 135 employee steel blanking facility
Responsible for maintaining efficient plant operations to meet customers daily shipping requirements and inventory float levels
Increased plant productivity and reduced scrap/rework material to eliminate weekend overtime
Developed staffing matrix and budget for operations department
Assisted in writing and implementation of QS9000 procedures and work instructions
Corporate Engineering Project Manager – Construction & Capital Equipment
Managed multiple capital projects including 3 Greenfield facilities in multiple states, concurrently
Typical Greenfield project was $30 million including construction and equipment
Developed general building construction specifications manual to be used as bid package for all corporate construction projects
Lake Erie Screw Corporation
January 1993 – March 1996
Responsible for capital projects, new equipment and system installation
Supervised electrical and mechanical crafts in daily maintenance duties
Worked in team environment to select and implement CMMS software
Ohio University, Athens, OH
Bachelor of Science – Mechanical Engineering
Member – Chief Executive Boards International