Plant/production manager

Jack L. Gunther

*** ******* ***** *****, *** Lenox, IL 60451 • 815-***-**** • *********@*******.***

Plant/Production Management

-Innovative leader, maximizes production capacity and efficiencies to create multi-million dollar

revenue increases;

drives cutting-edge technology operations and highest quality standards-

Over 20 years of success directing heavy manufacturing and assembly plants; expert in analyzing

procedures and developing plans for cost reduction and productivity improvement. Verifiable record

of delivering objectives on time, within budget, and to specification. Broad range of technical and

leadership skills.

Trained in Lean/6S Maynard MOST Budget Management

Product Development

Prototyping/Production Hiring, Training, Team Building Union/Employee Relations

Quality Assurance

Vendor Management Plant/Equipment Layout Customer Satisfaction

OSHA Regulations

Fabrication/Welding Paint Knowledge Human Resources

Safety/Ergonomics

Selected Accomplishments

Strategic Leadership

7 Propelled a $10M plant to a $50M annual income operation over a three-year period,

reengineering entire operation to strengthen productivity levels, quality/safety standards, and

expense management.

8 Traveled to plants to launch production lines, ensuring smooth transition with no loss changeovers

saving $200,000. Developed $4.5M annual expense budgets for two lines; consistently below

budget 5%-7%.

9 Instituted monthly meetings with union leaders, reducing grievances 10% each year for five years;

demonstrated dedication to establish open communication and facilitate negotiations.

10 Directed plant shutdown for major manufacturer in freight car industry. Created full-scale plan

for equipment removal, job placement, and 270-truckload parts/equipment shipment saving

$120,000 in projected expenses.

Process Improvement

11 Oversaw three cost reduction teams that successfully decreased expenses $1,000 per car and

introduced four Kaizen events that achieved $1,100 savings per product type.

12 Initiated cost reduction plans saving $275,000 a year as well as quality controls cutting defects up

to 5% annually.

13 Spearheaded OSHA teams to lower incident rates 15% over four years; initiated sub-product

development teams that resulted in 7% productivity boost and 5% manpower reduction in a two-

year period.

Career History

Plant Manager/ Chicago Metal Fabricators

2009 to 2013

Responsible for all activties of plant operations while reporting to the President, including

scheduling, shipping, quality, safety, meeting due dates and overall through put of product in

the plant. Have increased on time deliveries by 85% by doing proper planning through

manufacturing operation. Have reduced recordable injuries from history past by 75%, and

have reduced quality defects and customer complaints by getting employee buy in.

Plant/Production Manager TRINITY INDUSTRIES 2005-2008

Led production line and paint facility in a fabricating and welding environment with 170 employees.

Supervised launch of Lean manufacturing methods and OSHA standards. Achieved estimated hours

on products two consecutive years. Directed product line setup at four plant sites. Managed union

negotiations, lowering grievances 15%. Decreased safety incidents 8%.

Plant Manager LB STEEL 2002-2005

Turned around operation from 70-employees driving a $10M annual revenue to a 150-personnel,

$50M plant. Authored and produced safety manual as well as instituted awareness on production

floor to demonstrate compliance. Initiated M1003 Quality System implementation.

Plant Superintendent THRALL CAR MANUFACTURING 1984-2002

Recognized as first in company history to direct Thrall’s two production lines simultaneously with

325 employees. Traveled to plant sites to facilitate production line startups, incorporate Lean

Manufacturing methods, and lead cost improvement teams that achieved $850 savings per product

over a three-year period. Started as an hourly employee. Within a year I was promoted to supervisor

with a crew size of 25. Three years after that was promted to General foreman with 4 supervisers

reporting to me. By 1990 was Superintendent of 1 production line and 2 years later ran both

production lines. One year after that I became Plant/ Production manager

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