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Manager Plant

Pleasant Prairie, WI
October 17, 2018

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**** ******** **, *******, ********* 53142

262-***-**** 262-***-****



A manager with the capability to provide leadership throughout a production facility and Implement and Manage Lean Manufacturing. Knowledge and ability of statistical process control, just in time delivery, Kan ban, Kaizen, Toyota Production, Six Sigma, 5S, Value Stream Mapping, 8D Problem Solving, MRP I & II, synchronous manufacturing techniques, Group facilitator, instructor and world class manufacturing techniques. Ability to communicate with others, develop long range goals and objectives to establish an effective communications network throughout an organization. Knowledge of problem solving, decision making, personal administration, organizational theory and quality systems. Directed the development and administration of policies to coordinate plans and make necessary procedural changes. Ability to review and establish goals, responsibility for all levels of functions within their jurisdictions and share bottom-line responsibility for profit and losses.


Self Employed Nov. 2015 – present

Laettner Inc. Owner

- Managing multiple estates requiring oversight, remediation and closure.

- Independent Manufacturing Consultant Troubleshooter. Client list confidential.

Delta Hawk Engine, Racine, WI Feb. 2011- Nov.2015

Plant Manager Left due to financial instability

Responsible for New Manufacturing start-up for manufacturing of diesel engines for aircraft

Responsible for Hiring and Directing activities of Plant Facilities, Purchasing, Materials, Quality, Manufacturing Engineering, Safety, Human Resources and Manufacturing

Developed Manufacturing Policies and Procedures to Support Business Plans and Strategies while supporting R&D activities and Projected Sates of 700 million

Developed Visual Factory and Plant Lay- out for start of production and Inventory Control in a Greenfield Setting

Setup Quality Lab and Systems to support AS9100 and FAA Requirements.

Insinkerator a Division of Emerson Electric, Racine WI 2006-2011

Section Manager/Assembly Left for career advancement

Responsibility for Assembly and Electrical Department Operations

P&L Responsibility for Assembly operations

Directing activities of 7 Salaried and 350 Hourly employees

Facility includes 250,000 sq. ft. specializing in manufacturing of Household and commercial garbage disposals with annual volume of 5.5 million units and 450 million Dollars in sales

Directed Continuous Improvement Teams and 5S Activities resulting in 50% Reduction in reportable accidents while increasing throughput by 25 %.

Developed Manufacturing Policies and Procedures to Support Business Plans and Strategies

Implemented a computerized time and attendance system that reduced salaries by $200k annually

Leblanc a Division of Conn – Selmer, Kenosha, WI 2004-2006

Plant Manager/General Manager Plants closed due to death of owner

Responsibility for Total Plant Operations & Lean Manufacturing Assessment, Implementation and Sustainment

P&L Responsibility for Plant Operations

Directing activities of 20 Salaried and 125 Hourly Employees

These Area’s include Engineering, Quality, Production Control, Materials, Logistics, Purchasing, Human Resources, Safety, Environmental, Manufacturing, Sales, Cost Accounting, Maintenance

Facility includes over 170,000sq. ft. specializing in the manufacturing of musical instruments: Clarinets, Saxophones & Flutes supporting Sales of $30 mm

Designed and implemented a Safety and ergonomic team with a 30 % reduction in lost time

Directed 2 Kaizen Teams with achievements of 30,000sq. ft floor space, inventory reductions of $100K and 20% reduction in staffing levels while improving efficiencies by 30%

Northstar Aerospace, Chicago IL. 2003-2005

Manufacturing Operations Manager Left for career advancement

Responsibility for Plant Operations & Lean Manufacturing Implementation

P&L responsibility for Plant Operations

Directing Activities for 14 Salaried and 162 Hourly Employees

These Area’s include Production Control, Purchasing, Safety, Plant Engineering, Heat Treat, Plating, Machining, Grinding, Assembly, Paint, Remanufacturing/Depot and Maintenance

Facility includes over 220,000 sq. ft specializing in low volume precision gears, shafts, gear boxes, transmissions, rotor shafts and various components for civilian and military application

Rebuilt Labor Relations and High-Performance Work Teams after 10-month strike

Total Responsibility for Lean Manufacturing and Continuous Improvement Implementation

Achievements of $600K reduction in Work in Process Inventory, Lead time reduction from 18 to 10 months. Kaizen Teams Developed, QCDS Measurements implemented.


Multi Plant Manufacturing Operations Manager Contract Position

Plant Manager


Plant Manager Corporate re-organization

Director of Large Outboard Manufacturing

Production Manager Assembly

Area Manager Powerhead Assembly


Production Manager Machining Contract

NAVISTAR, WAUKESHA, WI Contract 1992-1994

Area Manager Production/Quality Manager Machine CQT, CQE

BUFFALO CHINA, INC., Buffalo, NY 1990–1992

Plant Manager Plants Closed

Chevrolet, Division of General Motors, Buffalo NY Plant Closed 1977 – 1989

Supervisor, Manager, Superintendent

Implemented synchronous Manufacturing Techniques netting 1.2 million in savings

Reduced 1400 past due units in 3 months

Increased sale by $6 million

Developed Business Plans and Strategies where none existed previously

Implemented a Quality Awareness training plan for the operators resulting in a 25% reduction in scrap and a 35% reduction in rework

Developed employee involvement teams with result of an increase in productivity from 60% to 78% over the past two years

Performance gains of $1.5 million by reducing overtime by 50% and supporting a 20% increase in volume

Designed and implemented a Safety and ergonomic team with a 30 % reduction in lost time

Developed and implemented a computerized time and attendance system that reduced salaries by $200,000

Achieved QA 70 level 3

Facilitated and trained all personnel in S.P.C.

Implemented and developed Coolant Management Program Quantify annual savings of 40K

Developed and implemented Tool Cycle Program with a cost savings of 25%

Achieved production increases from 5 million to 20 million annually

Certified by ASQC - CQT - CQE

Developed IS 9000 program and TQM programs

Reduced overall Inventories $1.5mm utilizing Lean Manufacturing Methods

Introduced Kanban Systems resulting in WIP reduction of $450k yearly


State University of New York, Buffalo, NY,

Bachelor of Science Program Business Administration

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