Manager Plant

Steven D. Bjorkman

*** ***** ****** **** ********, PA 17353 T: 805-***-**** *************@*******.***

Manufacturing Manager

Top Strategist Production Processes and Operations Expertise Lean Methodologies

Transformational leader, respected manager and result-focused professional with demonstrated success in leading the life cycle of responsibilities associated with the management of production operations and processes, with focused experience meeting the needs of the Aerospace, Defense, and Energy industries.

Well versed in the principles and methodologies of continuous process improvement, demonstrated capability implementing changes in manufacturing approaches to drive measurable improvements in efficiency and productivity.

Highly skilled in assembling diverse teams of salaried managers and hourly union/non-union workers engaged in time-critical production operations.

Leadership Attributes and Competencies

–Effective Production Process Management

–Intelligent Resource Allocation

–Managing Facility Operations

–Build, Lead and Inspire Teams

–Business Analysis/Process Improvement

–Integrity-Driven Management Style

–Leadership of Union/Non-Union Employees

–Overseeing/Implementing Safety Initiatives

–Adopting Lean Manufacturing Methodologies

–Driving Cost Containment

–Capturing Gains in Productivity & Efficiency

–Improving Performance KPI’s/NPS Scores

Professional History

2017 to 2018: TE Connectivity Ltd., Waynesboro, PA

–Plant Manager

Fulfilled a critical role overseeing all aspects of operations at a production facility of this $13 billion global technology and manufacturing leader, with a focus on meeting efficiency, productivity, and profit targets. Maintained accountability for $135MM in P&L, directing 280 employees operating in a 24/7 Make to Order environment.

Leveraged Lean Manufacturing methodologies to lower the lead time on a key product line by 33%, 91% lower than the nearest competitor; applied a winning combination of principles that included Standard Work, Work Cell Design, SMED, and Kanban.

Oversaw the deployment of new equipment and automated technologies that reduced the defect rate on the plant’s highest volume component from 40% to 2%.

Served as the architect of an in-house training program featuring online solutions and standardized On the Job training, overcoming the shortage of skilled labor and enabling the company to hire entry-level employees with an accelerated ramp-up cycle.

Maintained steady profits in the face of declining order volume through a significant improvement in productivity.

2015 to 2016: Euro-Composites, Elkwood, VA

–Vice President of Production

Led vision, strategy, and execution for all facets of manufacturing at the Elkwood location of this aerospace and defense contractor that supplies honeycomb composite components and raw materials, with a focus on sustaining 24/7 production processes that supported $30MM in annual revenue.

Outstanding results, championing the adoption of process improvements across the board to bolster profitability and secure new business opportunities; implemented visual controls and cross-functional stand up meetings attended by key stakeholders from Sales, Engineering, and Quality.

Improved on-time delivery to one key aerospace client by 20%, yielding substantial gains in the company’s supplier rating from Red to Green through the implementation of a new Planning department, the adoption of an enhanced ERP platform, and increased visibility into the order processing workflow.

Coordinated training opportunities to strengthen the capabilities of team members across multiple disciplines, including leadership training, online skills development courses, and strategies to improve floor personnel communications and engagement.

2014 to 2015: LAI International, Westminster, MD

–Site Leader

Effectively managed plant operations and P&L at the Westminster facility of this leading contract manufacturer of precision-engineered finished parts, components and subassemblies for the Aerospace, Defense, and Medical industries.

Credited with significantly improving client satisfaction while positioning the business to achieve 50% growth over a three-year period; addressed a trend of missed revenue forecasts through the adoption of a 3-tier operations strategy incorporating a daily review of all customer orders. Met all projections at the conclusion of 2014.

Served as the architect of a strategy to identify, address, and resolve production issues, slashing the backlog of delinquent orders by 69% over three months, resulting in a positive impact to annual revenue.

Restored a client relationship at risk of termination due to low on-time delivery rates, assembling a team charged with identifying and integrating lean solutions that reduced setup times from 4 hours to 30 minutes, lowered cycle times by 20%, and sparked a massive gain in on-time delivery to 98%.

2010 to 2014: Siemens Demag Delaval Turbomachinery, Trenton, NJ

–Manager of Lean Implementation (2013 to 2014)

As Manager of Lean Implementation, met the challenge of directing a Lean project designed to boost the operational effectiveness of a designated service repair facility serving the needs of Siemens Energy in North America. Served as the architect of a site-focused strategy that leveraged Lean methodologies to streamline the repair and redesign process, with an emphasis on reducing waste, improving facilities layout, enhancing human and capital resources, and revolutionizing the workplace culture.

Successfully reduced lead times by 45% to bring repair cycles within customer expectations; additionally, adjusted the site’s capital expenditure strategy to bring equipment investments in line with Lean objectives, ensuring the delivery of quantifiable results and benefits justifying each expense.

Improved quality by implementing a rapid response RCA process and effective CAPA methodologies, lowering manufacturing defects and reducing costs associated with defects by 40%.

–Head of Manufacturing (2010 to 2013)

Maintained accountability for production engineering, planning and logistics, manufacturing, welding, assembly, and high speed balancing processes. Met current and forecasted work volume requirements through the formulation of resource and equipment allocations, while developing process improvements to boost efficiency.

Supervised 13 direct reports with additional indirect headcount of 110, with responsibility for a $20MM operating budget; ensured compliance with all OSHA and environmental regulations, fostering an environment of continual safety awareness.

Adopted 24/7 shop operations, Order Management function, and SAP improvements that raised on-time delivery from 65% to 98%, sparking a 38% gain in Net Promoter Scores.

Established a Labor/Management partnership that reduced the volume of union grievances by 70%.

2005 to 2010: Atlas Copco – Mafi-Trench, Santa Maria, CA

–Director of Manufacturing

Oversaw a $16MM operating budget at this manufacturer of turbomachinery for the oil and gas industry, with authority over a team of 10 direct reports and 90 indirect reports engaged in manufacturing, manufacturing engineering, fabrication, assembly, and testing. Increased on-time delivery to 98% from 55% for aftermarket products, with sales volume increasing by 150%. Achieved similar improvements in lead time reduction and enhancements to efficiency and quality.

Early Career

Manufacturing Manager, Boeing-Rocketdyne, Canoga Park, CA

CNC Lathe Machinist, Boeing-Rocketdyne, Canoga Park, CA

Manufacturing Team Leader, Hydro-Aire, Burbank, CA

Education & Professional Development

Bachelor of Science in Business Administration – University of Phoenix

Problem Solving and Decision Making – Kepner Tregoe

Leadership Training for Managers – Dale Carnegie

Certified Siemens SPS Expert (Equivalent of Lean Green Belt Certification)

“Steve’s ability to immediately assess current manufacturing environments and implement process improvement techniques resulted in an increase in on-time deliveries and improved customer satisfaction. He is a strong advocate in developing future leaders, as well as providing supplemental leadership tools to management.”

Ernest L., Former Direct Report

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