Operations/Plant manager
Resume:
ANDREW PALINSKI
Mississauga, Ontario 416-***-****
L5L 4R3
******@**************.***
********@*****.***
MANUFACTURING MANAGER / OPERATIONS MANAGER / PLANT MANAGER
Operations Manager with proven success in managing P&L for multi-site manufacturing
operations. Delivers consistently strong results by effectively driving organizational change,
introducing strategic improvements and gaining employee commitment.
PROFESSIONAL EXPERIENCE
ROTOFORM – Division of Magna Powertrain 2012-Present
Automotive parts supplier.
LEAN MAGNA FACTORY CONCEPT LEAD
Report to General Manager of RotoForm Division. Responsible for all aspects of Continuous
Improvements and Lean implementations at division.
Lead implementation and train employees in Standardized Work, Job Elements, which lead to
increase safety, productivities, and quality.
Organize and lead Kaizen Blitz resulting reducing manpower, cycle time, improving safety and
ergonomics.
Train and audits operators, supervisors, and office staff on Waste, 5S, Leveled Production,
SMED, Standardizations.
Implement new work cells layouts with “U-Shape” processes, material flow, and one-piece flow.
Standardized KPI with SQTCM .
WESKO LOCKS LTD., Mississauga, Ontario 2008-2012
Multi-product manufacturer of furniture locks with revenues of $10 M.
PLANT MANAGER
Reported to the VP of Operations. Directed strategic planning and operations for two manufacturing
facilities and a distribution centre – P&L accountability. Led team of 90 including engineering, quality,
purchasing, and production departments. Budget of $10 M.
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Andrew Palinski
Delivered 3.5% growth within a mature and highly competitive business market. Introduced
productivity improvements, reengineered processes, reduced costs, and introduced performance
management programs that consistently improved production output, product quality and
customer satisfaction.
Developed standardized work processes that improved plant efficiency by 20%.
Developed Quality Systems using 6-Sigma and Kaizen principles that led to continuously
improving product quality. Reduced cycle time by 15% and increased output by 10%.
Implemented rework procedures for rejected components, which reduced, scrap rate by 20%.
Optimized workforce by redesigning process flow and reassigning operators to duties that better
matched their capabilities. Reduced team from 85 to 73 employees.
Successfully engaged employees into a Work Sharing program that protected them from
permanent layoff while saving the company $15 K per week on average.
Introduced a preventative maintenance program, which reduced downtime on average by 70%.
Introduced and implemented recycling program that generated over $10 K per year in savings.
Negotiate components prices from oversea suppliers.
Coordinate delivery components from oversea suppliers, to minimize cost, and maximize quality
and quantity.
Coordinate finished goods shipping with Customers and Transport Vendors to North & South
America, Europe, and Middle East.
Developed new company policies and procedures in accordance with government regulations,
including: Workplace Harassment, Attendance Policy, and Company Vehicle Policy. Effectively
revamped Health & Safety, Fire and Emergency policies.
CANATAL INTERNATIONAL Mississauga, Ontario 2007-2008
$10+ M manufacturer of specialized air-conditioning units.
MANUFACTURING PLANT MANAGER
Reported to President. Managed production planning and scheduling, materials management,
manufacturing, assembly, testing, and packaging departments. Led team of 6 supervisors and 68 highly
skilled operators and licensed trades.
Increased monthly production output from $700 K to over $ 1 M in 8 months while reducing
PPM rate to less than 3000 from over 9000.
Oversee Purchasing negotiations with Vendors.
Coordinate delivery of components from Vendor for JIT production schedule.
Coordinate finished goods shipping with Customers and Transport Vendors.
Led Health and Safety Committee, as per Government, and Company policies.
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Andrew Palinski
FAURECIA AUTOMOTIVE SEATING NA, Mississauga, Ontario 1995-2006
$12 B global automotive parts manufacturer, with 36,000 employees in 150 facilities in 24 countries.
CORPORATE INDUSTRIAL PLANNER, CENTRAL ADVANCED ENGINEERING
Reporting to VP, North American Technical Operations, promoted to newly created Corporate Central
Advanced Engineering Department. Member of Strategic Manufacturing team, which analyzed North
American plants and acquisitions to reduce manufacturing costs and eliminate excess capacity.
Conceived, designed and managed North American expansion that included a new production
facility in Bradford. Introduced innovations that saved $1.2 M. Budget of $27M.
Effectively supported new plant launch activities in Cleveland, Ms., as interim Production
Manager (6 months). Led team of 9 supervisors and 170 employees.
Conducted corporate training on Lean Manufacturing and Continuous Improvement for NA
employees in 4 Canadian and 4 American plants.
Develop manufacturing processes and systems to optimized production through the efficient
utilization of labor, material and equipment (APQP, FMEA)
PRODUCTION UNIT MANAGER
Reported to Plant Manager. Mandated to improve resource planning, manpower, efficiency, utilization,
and PPH to achieve financial targets. Managed 3 shift operations, overseeing 12 supervisors and 210
unionized employees.
Championed Six Sigma and Lean Manufacturing initiative of Continuous Improvement, leading
to an 8% increase in production output.
Led implementation of Visual Pull Kan Ban System and FIFO, reducing material shortages by
20% while increasing traceability of product.
Decreased PPM from over 2900 to under 1000 by tapping into the expertise of the workforce.
MANUFACTURING ENGINEER, CONTINUOUS IMPROVEMENT
Reported to Manager, Continuous Improvement. Organized, planned, commissioned, and maintained 12
production lines operating in 3 shifts 24/5.
Significantly improved operations by incorporating Value Stream Mapping, QRQC, 5S, Kaizen.
Updated / maintained engineering documentation (PFMEA, Process Flow, Operator Instructions,
etc.) which was key to successfully implementing the first lean manufacturing techniques.
Played a key role in future product and process planning.
Successfully implemented new program launch activities: equipment installation, process flow,
training, and Run to Rate.
PRODUCTION SUPERVISOR
Responsible for final assembly area with 64 unionized hourly employees. Delivered consistently strong
results by: effectively training employees on H&S, ergonomics and WHIMS; coordinating a focused
Preventative Maintenance program; and maintaining excellent rapport with employees.
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Andrew Palinski
FIBERTEC WINDOWS MANUFACTURING LTD., 1988 - 1995
Woodbridge, Ontario
PRODUCTION MANAGER
Accountable for the fabrication of windows and patio doors for the commercial, institutional, and
residential markets. Directed operations, distribution, maintenance, and safety. Managed team of 20,
budget of $6 M.
Improved efficiency standards, plant layout, and production reporting and implemented effective
integrated training programs for all plant employees.
Developed and implemented quality control program, focusing on waste reduction and inventory
control to generate annual savings of $60 K.
Trained and oversaw training of employees in the use of new equipment, production techniques,
and safety regulations. Eliminated major accidents and reduced minor accident rate to two per
year.
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mechanical Engineer, Warsaw, Poland
OACETT Member: C.Tech.
Kepner Tregoe – Problem-Solving Techniques
Kepner Tregoe – Program Management
Sheridan College – Operations Management
American Manufacturing Network member
APICS - The Association for Operations Management member
Automotive Management Professionals member
Plant Manager Forum member
TECHNOLOGICAL EXPERTISE
AutoCAD, Microsoft Excel, Project, Word, PowerPoint, Outlook
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