Daniel Rohde

**** * *********** ** ****** IL ****5

Home and Cell: 217-***-**** ac5d86@r.postjobfree.com

Http://www.LinkedIn.com/in/DanielRohde

Highly accomplished Manufacturing Professional with demonstrated leadership abilities that include creatively addressing operational problems and devising effective solutions contributing to enhanced productivity, reduced costs, and optimized manufacturing processes. Combine expertise in strategic planning, quality control, and organizational leadership with strong qualifications in production control, lean manufacturing, and operations management. Repeated success developing effective standardized policies and systems to control and improve key operational areas. Talent for building and maintaining positive relationships that drive performance levels, improve productivity, and realize positive results to the bottom line. Core Competencies include…

New Product Development

Change Management

Certified Six Sigma Black Belt

Quality Systems & Control

Project Management

International Manufacturing

Strategic Sourcing

Supply Chain Management

Budgeting

Lean Manufacturing

Safety / EHS Programs

Team Leadership

Professional Experience

CATERPILLAR – Peoria, IL 2016 to Present

Manufacturing Engineering Manager

Program manager of HCC2 relocation of truck product from USA to Mexico

Managing large cross functional team in USA and Mexico to relocate hydraulic cylinders and hydraulic strut suspension product in support of impending plant closure if Joliet, IL facility. All aspects of the project management under my direction include with other functional groups such as quality, accounting, HR, IT, supply chain, knowledge transfer, operations into a brownfield facility in CAT Mexico operations.

Responsibility of program management of all aspects related to the Enterprise Imperative Restructuring program including all KPI’s for the HCC2 program.

Project expenditures (capital and expense) in excess of $50M/ year

New capital equipment, existing asset removal and installation in brownfield facility in Mexico

Start-up of the new production facility along with building improvements to support the new production location

Knowledge transfer of business and manufacturing processes

CATERPILLAR – Winston Salem, NC 2013 to 2016

Manufacturing Engineering Superintendent

Supervision of Project Manufacturing Engineering, ACSD Operations

Supervision of a team of professional manufacturing engineers for assembly and machining operations for future Advanced Planning operations. Directed the launch of the machining operations following the development of production ramp plan to insource the relocation of components from internal Caterpillar suppliers and external purchased finish suppliers. Manage manufacturing engineering and planning functions for the facility to ensure profitability of manufactured product whether machining, assembly and test. Coordinated all capital projects related to assigned facility including forecasting, planning and monitoring special projects to completion.

Developed and implemented the facility machining and assembly operations of large mining truck axles and con components following AIG PPAP process.

Oversight of capital expenditures in excess of $40M/ year for three years as part of $500M project to launch facility.

Lead cross functional groups on many cost reduction activities with regards to onsite manufacturing

Addressed customer product warranty issues for Large Mining Truck Axles

Year over improvement of all accountable metric’s and milestone

CATERPILLAR – East Peoria, IL 2011 to 2013

Certified Six Sigma Black Belt

Black Belt Capital Projects, ACSD Operations

Manufacturing projects consisting of new capital acquisitions in excess of $3M/year

Key Accomplishments

Bevel gear generating equipment, automated tool grinding equipment for solid carbide stick tools for bevel gears. Robotics for part handling, loading and inspection to reduce non-value-added time and conveyance to improve overall capacity.

Implemented computer integrated design to manufacture and inspection system for gear manufacturing of drivetrain component manufacturing. Enterprise impact of $30M and reduced product launch lead-time from 16 weeks to 2 weeks

Insourcing components from external suppliers for capital projects NPV > $50M per capital project

CATERPILLAR – East Peoria, IL 2011 to 2012

Manufacturing Project Engineer

Capital Project Approval and implementation, ACSD Operations

Coordinated manufacturing, construction, installation, and maintenance projects to improve plant efficiency of several capital projects in excess of $1M each

Prepared project plans and layouts for equipment system installations, determined space allocations capital equipment.

Coordinated large capital projects with several key vendors and suppliers for tooling, fixtures, gages and CNC programming.

Collaborated with project stakeholders from floor level operators up to senior executive staff to sell and gain buy-in for project approvals.

Participated in efficiency improvement and cost saving teams geared towards reduction of inventory and total product cost.

CATERPILLAR – East Peoria, IL 2010 to 2011

Supplier Collaboration & Development Engineer

Design Engineering liaison to global community, ACSD Operations

Key communicator for various Collaborative Product and Process Development (CPPD) teams, interface with multiple suppliers globally, work closely to ensure early supplier collaboration on design for manufacturability, assembly and cost as well as adherence to APQP guidelines. New capital introductions for machinery including remanufacturing of existing equipment.

Key Achievements:

Cost reduction projects through resourcing activities for component product sourced internationally such as China, India, Europe, and domestically. Recipient of ACSD Annual Cost Improvement award for largest cost reduction of >$20M. Area of focus in ferrous castings with machining.

Cost reduction activities focused heavily to achieve lowest total landed cost while improving supply chain efficiency to improve on time delivery.

Developed Should Cost Models of existing and proposed new product family introductions for Lower Power Train, Track Type Tractors and Transmissions to achieve cost target objectives from design to development.

TELEWELD INC. / FLINK COMPANY Streator, IL Laid-Off 2008 to 2009

Multi-Company and Multi-Plant responsibility including strategic and tactical responsibility.

Director of Operations

Developed and implemented standardized policies and procedures, ensuring optimal operations and productivity. Integrated supply chain methodologies for strategic sourcing of commodity items, assemblies, and other resources on both domestic and international levels. Lead supplier development, contract negotiation, total acquisition cost analysis and reverse auctions Managed budget administration, revenue forecasting activities, workflow, and value stream mapping. Key Achievements:

Directed design engineering and manufacturing of several new product development launches and innovations; actively participated in all phases from conception through customer fulfillment.

Reduced total inventory 25%, thereby decreasing need for operating capital and eliminating waste

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CRETEX COMPANIES Shakopee, MN Recruited Out 2004 to 2008

Plant Manager

Oversaw all aspects of plant operations, ensuring optimal staffing levels and on-time delivery of products produced for engineered concrete products. Managed P&L revenue forecasting and operating budgets. Accountable for OE and Lean initiatives, resource allocation, inventory management, and overhead reductions; streamlined operations by eliminating non-value added activities. Facilitated several Kaizen events; addressed all topics including waste reduction, materials management, throughput, downtime, and safety standards. Negotiated two collective bargaining agreements with two separate unions as part of company management team. Key Achievements:

Served as Project Manager for multimillion-dollar capital project to integrate high speed automated production system.

Planned and coordinated all facets of projects; improved on-time delivery performance and accuracy from 65% to 99%.

Increased product quality improvements audit scores from 84% to 94%, and Right First Time percentage from 92% to 97.5%.

Implemented Kaizen processes, which aided in increasing direct hourly personnel contributions while reducing indirect labor content by 27%; effectively reduced reportable work related injuries and incidences from 17.2% AFR to 0.0%.

Recipient of Cretex Cup for Outstanding Performance as best managed plant for 2006 and 2007.

MCNEILUS TRUCK COMPANY / Oshkosh Truck Corp Dodge Center, MN Contract Position 2003 to 2004

Managed production operations; planned and coordinated workflow, allocated resources, and resolved operational issues in order to meet manufacturing demands.

Manufacturing Engineering Manager

Developed comprehensive reports detailing various production statistics; monitored process workflow to achieve production objectives. Interacted extensively with manufacturing operations and process engineering teams; ensured product standards were sustained and critical function process parameters were measured / controlled to achieve six sigma quality levels. Key Achievements:

Developed and delivered Value Stream Mapping training sessions comprised of future state maps of lead-time reduction of 83% and processing time reduction of 37%.

Instrumental in realizing 21% reduction of indirect expenses on shop floor and eliminating need for overtime by instituting 5S methodologies and training for all hourly personnel.

M&W-GEAR COMPANY Gibson City, IL Contract Position 2002 to 2003

Provided critical leadership and support regarding plant operations, implementing lean manufacturing methodologies in order to reduce expenditures.

Operations Manager

Led production operations, ensuring attainment of all safety, quality, and productivity goals. Monitored, documented, and rewarded positive contributions through 5S and value stream mapping focused on supporting one-piece flow for plant. Established cross-functional Lean Steering team; led communications and culture development for continuous improvement. Key Achievements:

Instrumental in improving financial operating income 50% year-over-year on same sales revenue.

Successfully optimized and eliminated 30% of non-value added activities associated with production

Improved plant safety 90% from previous year enhanced AFR from 25.5% to 2.5% with no lost-time

Revised sick leave policy to be used only for sick time rather than paid time off, which resulted in 41%

GENERAL CABLE CORPORATION Monticello, IL Plant Closure 2001 to 2002

Instituted standardized policies and procedures facilitating enhanced efficiencies, improved productivity, and optimal manufacturing operations.

Manufacturing Engineering Manager

Lean Manufacturing techniques. Instituted specific performance targets that supported established budgets and cost-out plans. Managed and monitored engineering materials, ensuring consistent product quality. Tracked and resolved issues related with overall OEE; implemented improvements focused on enhancing overall productivity, quality, and availability. Key Achievements:

Streamlined engineering department; implemented several lean practices including 5S, Poka-Yoke, SMED, Visual Factory, and Kaizen, which resulted in obtaining an OLPC environment.

Led key projects and ensured successful closure; realized cost-out of $625K in 2001 and $480K in 2002.

EATON CORPORATION Petersburg, IL Plant Closure 1997 to 2001

Site Lead for all Lean Manufacturing initiatives; ensured attainment of safety, quality, and productivity objectives.

Manufacturing Engineering Supervisor

Represented manufacturing sector within Product Line Management Team; led machining, assembly, and testing of all hydraulic valve products manufactured at 3 site locations. Managed and administered operating capital plan. Developed and delivered high impact presentations detailing strategic business plans to senior management; instrumental in key decision-making activities. Troubleshot and resolved technical issues, ensuring optimal operations and quality control. Key Achievements:

Spearheaded numerous key projects / programs, which realized cost savings of $1.2M in 2000, $750K in 1999, and $225K in 1998.

Principal Inventor of Patent #6,589,363 awarded for use of new material in hydraulic valve components.

DRESSER-RAND CORPORATION Wellsville, NY Plant Closure Announced 1991 to 1997

Oversaw resolution of all technical issues related to manufacturing of difficult and complex machined parts, facilitating the elimination of future problems throughout the production process.

Senior Manufacturing Engineer

Managed all facets of project management specifically related to capital appropriations and expenditures totaling more than $144M annually. Led new product development using standardized DFMEA methodologies / concepts. Performed in-depth capability studies and processes for existing and proposed equipment. Proactive member of Material Review Board (MRB); resolved various internal/ external manufacturing quality issues. Key Achievements:

Instituted several key initiatives that enhanced productivity and drove improvements; successfully exceeded on-time delivery objectives 99% and maximized resources to reduce scrap and rework rate.

Recipient of divisional TQM annual award 3 consecutive years for significant accomplishments.

Education

Bachelor of Science in Industrial Management; GANNON UNIVERSITY Erie, PA

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