CHARLES G. SCHREIBER

***** ****** ***** *****

FORT WAYNE, IN 46814

260-***-****

ac7kuv@r.postjobfree.com

www.linkedin.com/in/chuck-schreiber-51203327

Summary

Manufacturing, Engineering, Quality, Maintenance, and Reliability Professional.

Lean Implementation Expert: Manufacturing, Maintenance, Engineering, Transactional/Office, Supply Chain, Service, and Project.

Strong profit improvement track record. Experienced in implementing advanced transformational manufacturing, quality, and new product development systems.

Large scale project management background (capital equipment, automation).

Extensive strategy development (X-Matrix, A3, TTIs) and deployment expertise.

Full P&L Responsibility including pricing.

Lean Manufacturing deployments, ISO 9001, TS (IATF) 16949, and Six Sigma project/program/process implementations.

Multiple Full-Scale Lean Deployments in Discrete and Continuous operations.

RCM, TPM, FMECA, DOE, Maintenance Excellence Instructor and Facilitator.

Multi-plant management and support responsibilities.

Mentor, Coach, and Change Agent.

Evaluated and integrated acquisitions. Key interface with major customers.

M.S. Quality and Reliability Engineering, Arizona State University, 2012

M.B.A. (Finance), Cleveland State University, 1989

B.S. Mechanical Engineering, Cleveland State University

Current and Former Certifications:

Certified Six Sigma Black Belt (ASU).

ASQ Certified Manager of Quality and Organizational Excellence (CMQ/OE).

ASQ Certified Reliability Engineer (CRE).

ASQ Certified Quality Engineer (CQE).

ASQ Certified Quality Auditor (CQA).

M&A Professional Certificate (NYIF)

Organizational Development Acumen Certified (Honeywell)

Professional Experience

Vice President of Continuous Improvement, Morgan Corporation, Morgantown, PA

2/2017 to 4/2018. Morgan Corporation is the largest manufacturer of medium duty freight and refrigerated van and truck bodies in North America. Responsible for Continuous Improvement and Quality for ten plants across the US. Stabilized the Continuous Improvement organization. Conducted numerous kaizen events. Led training on Lean tools and process improvement. Developed implementation plan for full-scale lean deployment. Initiated a Six Sigma Black Belt training program to develop skills of critical employees.

Lean Implementation Expert, HOS Lead Specialist, Honeywell International. 5/2011 to 8/2016.

Corporate internal expert with the Performance Materials and Technology Division (Chemical Process, Advanced Materials, Advanced Technologies serving Industrial, Electronics, Petroleum, Medical, and Nuclear Industries). Discrete, Continuous, and Project based Lean Implementations in Manufacturing, Maintenance, Engineering, Office, Service Warehouse, Distribution, and Logistics.

Responsible for implementing the Honeywell Operating System (HOS); a Globally recognized advanced Lean Manufacturing, Six Sigma, New Product Introduction, Supply Chain Management, Strategy Deployment, and Change Management enterprise wide initiative.

Directed and assisted full scale lean implementations in over 50 manufacturing sites.

Led the implementation of the Honeywell Operating System for all Functional (Non-Manufacturing, Service, Technical Support, Transactional) units in deployment; Global Procurement, Global Supply Chain, Global Logistics, Customer Service, Maintenance/Reliability, Capital Engineering, Engineering Services, and Health, Safety, and Environmental.

Member of Corporate HOS Functional Deployment Steering Committee.

Mentor, advisor, coach to VPs, Directors, Plant Managers, Supervisors, Leads, and front line employees.

Led numerous events: ETECT (end to end cycle time reduction), Value Stream Mapping, Kaizen, Strategy Formulation/Deployment, and Creative Process (user interface, UX, Design Thinking).

Developed Training Simulations as demonstrations and teaching aides.

Mentored and reviewed Green Belt and Black Belt Projects.

Instructor of advanced statistical quality methods, DOE, reliability and maintenance (RCM, TPM, OEE, TEEP, Asset Management, Failure Analysis).

Extensive Travel Position.

Manager of Manufacturing, Stirling Energy Systems, Inc. (SES), Scottsdale, AZ 9/2008 to 3/2011

Start-up Solar Energy company producing Mirrored Dish Stirling Engine systems for Utility Grade Electrical Power. (Company liquidated due to lack of funding for solar projects).

Responsible for prototype, demonstration build, and high volume manufacturing utilizing multiple Tier 1 automotive suppliers. Managed the Capital and Tooling Budget, Vendor selection and qualification, APQP/PPAP process, gated project reviews, engineering design, test, validation reviews, product and process cost analysis. Functioned as the key mediator between engineering and suppliers to resolve differences.

Managed the development of a $40 million high volume manufacturing plant based on state of the art automated automobile assembly technology. (Robotic assembly cells, Laser Welding cells, Adhesive application cells, Automated material transfer, In-line paint systems, Automated measurement and test).

Significantly reduced unit costs through design changes, material and vendor selection, and systematic process improvement; coming in 26% below project total cost goals.

Successfully brought the Prototype manufacturing project (initial feasibility project), and the Demonstration project (low volume manufacturing) in on schedule, meeting all critical performance measures.

General Manager, Taylor Made Glass, Payne, OH (Division of Taylor Made Group) 8/2002 to 9/2008

Glass Tempering and Fabrication for Marine, Industrial, Commercial, Agricultural, Truck, and Off-Road equipment manufacturers. ISO 9001 registered. Tier 1, 2, and 3 supplier.

Full P&L responsibility. Managed all functions of a large glass fabrication complex including Operations, Engineering, Quality, Customer Service, Industrial Sales, Materials, and Human Resources. Producer of flat and curved tempered glass for windshields and window assemblies used in boats, construction equipment, heavy-duty trucks, tractors, and specialty vehicles. Reported to President.

Corrected major management, production, and engineering issues, improved on-time delivery from 22% to over 95%. Established operational stability.

Implemented a quality improvement plan that reduced scrap by over 38%. Led the ISO 9001:2000 registration process in 2006. Developed performance measurement and control system (operations dashboard).

Led the value chain assessment initiative which resulted in cycle-time reductions of 20% to 85% in critical process areas. Developed one-piece flow strategy for the assembly area, and the Focused Factory for low volume production orders

Expanded Industrial Sales Team and implemented market strategy that resulted in organic growth of over 30%. (Leveraged operational improvements to become low cost, short cycle-time producer).

See LinkedIn profile, link above, for additional experience

Other: USAF Reserves: Secret Clearance. Nuclear Facility (Honeywell) Unrestricted Access Green Clearance, 2011

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