Manager Manufacturing

William R. Rainey Jr.

**** ******* **** **** *****, Indiana 46835

***********@*****.*** 260-***-**** (H) 813-***-**** (C)

Manufacturing Plant Management

Process Reengineering Team Leadership Lean Manufacturing

Extensive experience in operations and manufacturing management spanning

plastics, metals, automotive,

aerospace, valve, and agriculture industries. Record of improving

efficiency, productivity and profitability through automation and process

improvement. Outstanding interpersonal, motivational, and presentation

skills. Analytical, articulate and diligent.

Core Competencies

Lean Manufacturing

ISO/TS 16949

Strategic Planning

High Volume Precision Parts

Process Improvement

Budget Planning

Drive & Dependability

Proposal Development

Quality Assurance & Safety

P&L Accountability

Proposal Development

Team Building

Technical Skills

Delegating & Directing Managing Multiple Priorities

Troubleshooting

Interpersonal Relations

Computer Skills

Professional Experience

Independent Consultant - Fort Wayne, Indiana

Aug 2013 - Jan 2014

Modbar LLC.

. Directing and Implementing the Plant layout and Best Practices for new

coffee equipment company.

. Implement new ERP system.

. Train floor personal on Lean Manufacturing techniques.

Service Steel Inc. - Portland, Oregon

Oct 2012 - July 2013

FMTV / Plasma Department Manager

Develop and train employees throughout the plant in Lean Manufacturing

techniques. Manage all aspects of the Oshkosh military division and plasma

department.

. Improved external quality rejects from a monthly average of 80 parts

per month to an average of 3 parts per month in the Oshkosh division.

. Increased product flow and installed kanban throughout the Oshkosh bay

thus reducing headcount by 35 percent and utilizing the employees as

needed in other departments.

. Reduced Wheel Abrader downtime by 40 percent after implementing

predictive, preventative maintenance and kaizen events.

. Improved the plasma department burn time hours by 20 percent through

kaizen events that identified the need for better teamwork in material

handling, utilizing both magnets and spreader bars for loading / un-

loading tables, and developing standards and best practices throughout

department.

Independent Consultant - Portland, Oregon

May 2011 to Oct 2012

Cherokee Nation Inc. / Technical Change Associates

. Design and implement complete plant layout of facilities.

. Develop capital investment proposals for high precision machining of

automotive and aerospace parts.

. Train floor personal on Lean Manufacturing techniques.

. Develop best practices for the automotive, aerospace and agriculture

industries.

. Recruited to analyze and optimize operations of 200,000 square foot

wiring harness manufacturing facility.

. Design and implement coaching and training programs to develop staff

in Lean Manufacturing, facilitate efficiency, and improve performance.

. Directed strategies for prototyping, research, and development of new

products for automotive, aerospace, and agriculture industries.

Peterson Pacific Corporation - Eugene, Oregon

June 2008 - May 2011

Lean Operations Manager / Plant Manager

Steer and direct manufacturing operations that generate $54,000,000 in

annual revenue. Establish operational policies and implement process

improvements to ensure superior quality and outstanding output of custom

built shredders and wood recyclers. Directly manage 12 supervisors and

managers overseeing 120+ exempt and non exempt employees. Design and

implement coaching and training programs to develop staff, facilitate

efficiency, and improve performance.

. Purchase and installation of eight CNC machining cells with precision

capabilities that generate $1,500,000 in annual savings.

. Integrated new product line developed in house into existing

operations while reducing staff by 25 percent.

. Decreased production rates between 15 - 24 percent depending on model

of machine.

. Promoted from Lean Operations Manager to Plant Manager within 8 months

of employment.

. Train floor personal on Lean Manufacturing techniques.

.

Fontaine Fifth Wheel - Rocky Mount, North Carolina

August 1999 - May 2008

Plant Superintendent

Responsible for the Manufacturing Operations which included Purchasing,

Engineering, Maintenance, Fabrication, Welding and Final assembly, with

$45,000,000 in annual sales.

. Design and implement coaching and training programs to develop staff

in Lean Manufacturing, facilitate efficiency, and improve performance.

. Reduced labor hour per wheel from 1.2 to .68 by implementing work

cells, Kanban, and one piece flow which reduced takt time.

. Reduced labor hour per wheel in the welding department from 3.38 to

1.85 by implementing robotic welding techniques, better product flow,

reduced waste, and error proofing techniques.

. Trained employees on teamwork environment to react to problems as they

occurred and to suggest process improvements throughout the plant.

. Six Sigma Green Belt Certified

Case Corporation - Racine, Wisconsin

November 1997 - July 1999

Business Unit Manager

Responsible for the Valve Operations, which included Purchasing,

Scheduling, Budgets, Maintenance, Machining, and Assembly Operations with

over $80,000,000 in annual sales.

. Implemented work cells, kaizen teams, JIT, Kanban and eliminated

excessive changeover for the valve department, which resulted in an

annual savings of $1,125,000.

. Eliminated excessive tooling costs and achieved savings of over

$300,000 per year.

. Capital Investment of four Mori Seiki CNC machining centers that

eliminated the Ingersoll transfer lines which resulted in annual

savings of $2,000,000.

Aaron's Automotive Products - Springfield, Missouri

July 1994 - October 1997

Manufacturing Engineer

Responsible for implementing Advanced Product Quality Planning and Control

Plans, Failure Mode and Effects Analysis, and Production Part Approval

Process of AS-9000 certification. Also responsible for work instructions,

plant layout, cost studies, and time studies for three plant locations.

. Developed kaizen teams to identify and remanufacture salvageable

scrapped parts which resulted in annual savings of $1,300,000.

. Achieved QS-9000 certification within one year of notification.

. Designed quality check tool for sorting defective transmissions which

resulted in a new patent with Chrysler.

. Increased production of the transaxles from 220 per day to 850 per day

by designing a monorail system, retraining employees, and purchasing

specialized tooling needed for assembly.

General Products Corporation - Angola, Indiana

April 1992 - June 1994

Process Engineer

Pontiac Foundry - Fort Wayne, Indiana

January 1983 - March 1992

Production Supervisor

Education

Bachelor of Science in Automated Manufacturing Technology

ITT Technical Institute - Fort Wayne, Indiana - August 1991

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