Manager Quality Assurance

William J. Stieve Jr.

**** **** ****, *******, ** * 318-***-**** * *******@*******.***

Objective: Obtain a challenging executive level position that utilizes my

extensive background in manufacturing and engineering systems through use

of tools in continuous improvement, operational, logistic, and personnel

management.

EXPERTISE

Diversified leadership, organizational skills, and experience utilized to

develop people

Excellent project management skills and multi-tasking capabilities

Outstanding oral and written communication skills

Extensive multi-cultural skills

Champions Change

2 QUALIFICATIONS - ACCOMPLISHMENTS

Director of Reliability Centered Maintenance and Continuous Improvement -

Silgan Plastic Closure Solutions: 2010 - Present

. Responsible for development and execution of Organizational Strategies to

support business development and industry growth through alignment,

mentoring, and coaching of General Managers at 9 locations around the

world supporting 1100 employees.

. Critical member of Windmill project that decommissioned the Batavia, IL

facility moving lines and production of 2.5 Billion caps to the AZ and TN

locations. Forecasting a projected savings of approximately $5.1 million

in annual variable and fixed costs, while maintaining on-time customer

orders. Sustained company wide improvement in reliability was key in this

capability.

. Organized purchased, and implemented a complete Computer Maintenance

Management Software (CMMS) program in support of annual sales of $498MM.

Identified $4.6MM in spare parts inventory which were previously

expensed.

. Critical member of Windmill project that decommissioned the Batavia, IL

production facility moving 2.5 Billion caps to the AZ and TN locations.

The project forecasts a savings of approximately $5.1 million in annual

variable and fixed costs. The company wide improvement in reliability

was key in this capability.

. Develop a formal Failure Modes Effects Analysis (FMEA) to increase

performance by 25% from OEM run speeds on $12MM of new assets purchased

through the R&D Department in support of increase customer demand

identified through a needs analysis with the Sales Department.

. Developed an Operational Strategy through use of "Get Organized" Teams,

which specifically assigns Engineers, Maintenance, and Operators to work

Teams. Decreased injuries by 91%, 70% decrease in Customer Complaints,

20% increase production per employee, increased Operational Equipment

Efficiencies (OEE) on average of 31%, 45% reduction in waste, and 23%

reduction in energy usage.

. Developed corporate wide formal Lean training program to include Lean

basics through advanced Root Cause Failure Analysis (RCFA) Train The

Trainer (TTT) programs leading to a 94% Lean saturation rate.

. Utilized the "Shingo Prize" grading and award criteria to measure,

improve, and standardize all facilities processes increasing scoring on

average by 35%.

. Developed a formal Best Demonstrated Practice (BDP) program to ensure

learning and standardization for all locations thus limiting the need for

additional resources to solve similar issues.

. Controlled an annual corporate Maintenance Budget of $4.5MM.

. Championed corporate level Continuous Improvement projects that led to

$10.5MM in savings.

General Manager - Frankston Packaging:

2009 - 2010

. Developed a production scheduling program that allowed for an increase of

22% in Production efficiency, a decrease of 35% of required materials on-

hand, and a decrease of waste by 15%.

. Developed improved working relationship with Sales group through customer

visits and in-house training to implement an increased lead time of

orders allowing for better preparation of order delivery.

. Decreased labor requirements of 75 personnel by 15% due to adjustments in

process requirements without decreasing throughput.

. Organized purchase of 2 new cutting machines allowing for an additional

decrease of 4 personnel and shut down of 3 much older assets.

. Worked with Maintenance Manager to develop a Preventive Maintenance

program that was non-existent previously. Leading to a 15% increase in

reliability leading to improve On Time Delivery to customers.

Production Manager - Graphic Packaging International:

2008 - 2009

. Developed a Production metric tracking system from the ground up to allow

for routine review of all required metrics by all 150 personnel in the

organization.

. Decreased roll stock inventory from $1.5MM to $800M in 6 months without

impacting customer delivery.

. Developed VMI and standardization with all vendors to decrease all costs.

For example, decreased pallet spend per month by 59% ($86M - $35M),

pallet inventory carrying value 81% ($91M - $17M), and pallet inventory

turns increased 131% (14.9 - 34.5).

. Developed a replenishment run strategy production system that allowed for

a decrease in carrying costs of materials, 45% reduction in change-over

(SMED), and a decrease of 3.25% in waste.

. Implemented numerous cost savings initiatives leading to an annual

facility savings of $790M.

. Lead a facility of 115 personnel that moved ranking from 8 of 12 in the

division to 2 of 12.

. Negotiated a new Union contract with our local USW-101 to include all new

medical/dental coverage with no increased expenditures by GPI.

Engineering and Maintenance Manager -Graphic Packaging International:

2006 - 2008

. Manages an annual Maintenance budget of $8MM with and additional $4.1MM

repair parts inventory in support of all asset and facility requirements

with a direct support staff of 7 salaried and 43 hourly personnel.

. Increased reliability on all assets through a formalized RCFA trigger

process, development of a proactive PM/PdM program and a

notification/work order back log decrease of 60% resulting in increased

throughput of 12.5% (tons/scheduled hour) and a $10MM increase in annual

earnings 2006 to 2007.

. Coordinated all financial approval, vendor contracting, and equipment

modification and/or installation for 10 projects in CY07 totaling $6.5MM.

Specifically, a $2.4MM project to add a new gluer allowing for a

projected annual sales increase of $17.91MM.

. Worked with Union leadership to develop an acceptable formal performance

based evaluation program for mechanics and electricians.

. Completed first Lean Six Sigma project modifying an existing asset with

initial costs of $100M leading to a monthly Up-Time production savings of

$27M, thereby, providing pay back in under 4 months.

US Navy:

1984 -

2006

. Developed command level strategies for cross functional teams within a

420 person department in the preparation of parts, tools, materials, and

personnel to support immediate customer requirements to include all

Safety and Quality Assurance checks through the leadership and mentoring

of 9 senior managers.

. Championed process improvement teams while using Six Sigma tools to

improve command mission capability in support of surface and subsurface

assets throughout the Mediterranean, Persian Gulf and both coasts of

Africa.

. Managed an annual material and personnel budget of $2MM. Required to

support quarterly and annual budgetary constraints while supporting goal

accomplishment.

. Responsible for the planning of 500 separate production jobs to include,

material and personnel requirements, cost limitations, logistics of

remote location of customer and supply sources with zero allowable

deficiencies.

. Currently holds an active Secret Security Clearance.

Staffing Development Program Manager - US Navy:

2002 - 2004

. Directed a 300-member senior leadership growth and development project by

organizing, executing and monitoring a formal training program.

. Designed and implemented an organization wide Mentorship Initiative.

Recruited, trained, and organized a 25 person cross functional team

responsible for developing policy requirements, training program, and

metrics tracking to support over 1000 mentor/prot g ' relationships.

. Decreased overall staffing requirements by 15% as the Manning

Distribution Control Authority for over 5000 engineers, while increasing

critical skill requirement support by 20% through proactive leadership

and mentoring of 3 senior managers with an annual budget of $3MM.

Senior Staff Program Coordinator - US Navy:

1999 - 2002

. Developed and coordinated the Recruit Training Command - Quality

Assurance Inspection Team, which increased the efficiency and quality

output for over 56,000 recruits annually. Implementing the Plan-Do-Check-

Adjust procedure for development, implementation, metrics support and

follow-up, allowing for a smooth transition for over 750 senior quality

assurance inspectors and trainers.

. Developed new curriculum for all newly reporting recruits to support the

ever changing requirements of the fleet while qualifying as Master

Training Specialist.

. Quality Assurance Senior Advisor, directly responsible for selecting,

training, establishing the inspection criteria, and the quality standards

for 30 senior inspectors in reviewing over 56,000 recruits annually.

Engineering Operations Manager - US Navy:

1996 - 1999

. Implemented an indoctrination program for a 191 staff department that

decreased initial training time from 6 months to 1 month. Through

motivation and leadership by example, this proactive involvement

decreased disciplinary issues by 90%.

. Reorganized existing reports and administrative processes, decreasing

administrative man-hour requirements by 30%.

. Production Control Authority, outstanding time management skills and

multi-tasking abilities enhanced the coordination of supplies, logistics,

personnel, and technical support for three major equipment overhaul

periods. Each overhaul received a 100% success rate in equipment final

quality check and operational testing.

. Supervised 72 direct report personnel, responsible for maintenance of all

Port Operations equipment and associated engineering facilities while

managing an annual budget of over $2MM.

Senior Staff Recruiter - US Navy:

1993 - 1996

. Attained 39.8% of Department of Defense accessions, well above the

national average of 32% through market assessment and ensuring customer

objectives were met.

. Excellent blend of common sense and logic when unforeseen problems arise.

Used teamwork and analysis to direct current training in support of all

programs for customers under contract and developed a new tracking

process that decreased attrition by 50%.

. Senior sales manager with 4 direct report recruiters, covering an area of

1308 square miles and 34 academic centers. Directly responsible for

attainment of monthly/annual recruiting goals for active duty Navy

personnel.

EDUCATION

Executive MBA, Masters of Business - Currently Enrolled

Cleveland State University

Operations Management, Master of Science Degree - JUN04

University of Arkansas, Little Rock, AK - 3.9 GPA

Work Force Education, Training, and Development, Bachelor of Science Degree

- JUN03

Southern Illinois University, Carbondale, IL - 4.0 GPA

Six Sigma Black Belt Masters Certificate - JAN06

Villanova University, Villanova, PA

US Navy Education - May84 - Aug06

Electrical Engineering, Nuclear Power School, Elevator Repair School,

Personnel Management (Recruiting), and Senior Enlisted Academy

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