Manager Quality

Glenn D. Fisher

**** ***** **. *****, ** *****

574-***-**** *********@*********.***

SUMMARY

Operations Leader – with extensive manufacturing experience in large operations. A change agent who

understands the big picture of managing both the top and the bottom lines, while balancing the

interrelationships between the hard and soft elements of the business. Award-winning record of building

highest quality while reducing cost and improving productivity and customer satisfaction. Results oriented

leadership successes through teaching and implementation of the Baldrige Performance Excellence model.

PROFILE

Strong operations/plant management background includes lean manufacturing and Six-Sigma

methodologies. Improved productivity, quality and on-time delivery through people involvement. 2009,

2012 and 2013 member of Malcolm Baldrige National Quality Award Board of Examiners.

Vast knowledge of manufacturing processes including turning, milling, drilling, broaching, grinding,

lapping, hobbing, spline rolling, friction and inertia welding, heat treating and other manufacturing and

assembly processes related to the production of axles, drive shafts, filters, fuel rails, transmissions,

hydraulic motors, bearings and more.

Established track record of continuous improvement in quality, productivity and financial results in

both machining and assembly operations, OE and aftermarket.

Lean cost savings over $2 million plus additional $2 million in material cost savings achieved at

Eaton Corporation and >$3 million inventory reduction at Emerson.

Saved over $1 million in annual expenses by re-engineering production processes at Dana Corporation.

Experienced resolving customer issues. Built strong customer relationships and received highest quality

ratings working with such clients as Ford, Mack Truck and Navistar.

Exceptional leadership and communication skills. Effectively balances needs of all stakeholders to

create win/win situations. Experienced driving results through team building, identifying training needs,

staff development, mentoring and coaching.

PROFESSIONAL EXPERIENCE

EMERSON INDUSTRIAL AUTOMATION Power Transmission Solutions 2006 - Present

Director – Performance Excellence, Florence, KY (2012 – Present)

Responsible for implementing Performance Excellence throughout the business unit utilizing a consistent

methodology for achieving a sustainable business model based on Operational Excellence in all functions

and all levels. Facilitate organizational learning, continuous improvement and sharing of best practices

through teaching, coaching and mentoring.

Director – Global Quality and Continuous Improvement, Florence, KY (2010 – 2012)

Responsible for Quality Systems, ISO-9000, Lean initiatives and Operational Excellence at all locations

throughout the business unit. Create and deploy consistent practices and reporting structure globally.

(2006 – 2010)

Plant Manager, Emerson Industrial Automation, Monticello, IN

Responsible for manufacturing and assembly plant producing McGill brand cam followers and other

unmounted bearings. ISO-9000 certified.

Lean initiatives include everyone in plant receiving 40 hours of lean training – conducted several lean

kaizen events to reduce change-over time, reduce inventory and improve velocity of products through the

plant, resulting in 50% reduction in work in process and finished goods inventory and 75% reduction in

thru-put time.

Improved housekeeping, safety, and productivity, resulting in reduced costs and improved quality

through training and implementation of lean tools, elimination of functional silos and increased

communication.

Improved order fill rates and reduced past due orders by 30% by engaging the entire workforce and

focusing on key business drivers. Lead by example, involve everyone, communicate effectively, create a

sense of urgency and manage what is important.

Earned Emerson COO International Safety Award in 2008. Finalist for coveted Emerson President’s

Award for Operational Excellence in 2008 and 2010. The BOS (Business Operating System) and other

improvements in the form of lean, communications and employee involvement have been sustained and

resulted in the Monticello Facility being a finalist for the 2011 Emerson Operational Excellence Award.

Implemented Oracle Manufacturing (ERP system) to replace many legacy systems during 2007 and

2008.

Recognized as Benchmark plant for Safety, Lean and Operational Excellence within Emerson.

EATON CORPORATION, Shawnee, OK 2004 - 2006

Plant Manager, Hydraulic Operations Actuation Group

Managed largest and most profitable plant in division with total P&L responsibility manufacturing low-

speed, high-torque hydraulic motors. ISO-9000 and ISO-14001 certified.

Established programs to reduce costs and improve quality by implementing lean tools, ERP and

inventory control systems and outsourcing where justified by cost/benefit analysis.

Increased productivity more than 10% above previous year, on 20% sales increase, by providing

positive management relationships and involvement with the all-salaried workforce of 450 people.

Improved on-time-delivery and reduced past due orders significantly through supply chain

improvements, lean initiatives, and improved communication between all functional areas. Created a

sense of urgency and a “can do” spirit.

Conducted lean Kaizen events in two major assembly lines to improve flow, reduce inventory, and

increase productivity. This also released enough floor space to accommodate several new products

scheduled for launch.

Reduced overtime requirements by cross training of operators and improved product flow by

redesign of process layout, utilization of kanbans, standardized work, set-up reduction and TPM.

Created team based culture to increase involvement and cross functional learning.

DANA CORPORATION 1972 -2004

Plant Manager, Hose and Tubing Products Division, Angola, IN – full P&L responsibility (2002-2004)

Turned around plant that had lost Ford Q-1 quality rating and was no longer eligible for new business.

Managed 350 people manufacturing fuel rails. QS-9000 and ISO-14001 certified.

Regained Ford Q1 status by establishing quality control systems, delivering exemplary quality

performance and building strong relationships with Ford supplier quality engineers.

Reduced non-standard manufacturing operations 80% by applying lean and Six-Sigma techniques to

production process and redesigning product to provide optimal quality.

Coordinated sales/engineering activity and managed quote process to earn new business while achieving

cost-out directives and financial objectives.

Created team-based environment and employee sense of ownership by involving all levels in training,

team building and problem solving.

Plant Manager, Wix Filtration Products Division, OKC, OK - full P&L responsibility (1998-2002)

Managed plant with 300 people manufacturing heavy duty/industrial air filters. QS -9000 certified. Achieved

ISO-14001 certification (2001).

Earned only Oklahoma Quality Excellence Award issued in 2001. Twice received Oklahoma Quality

Achievement Award, state equivalent of U.S. Malcolm Baldrige Award (1999 and 2000).

Led team of five examiners analyzing business processes/quality results at other Dana plants.

Maximized product quality by rebuilding engineering department, establishing customer focus and

improving employee work environment.

Relocated filter manufacturing assets from Oklahoma City plant to existing facilities in North Carolina,

as part of division product rationalization strategy, ahead of schedule.

Manufacturing/Engineering Manager, Spicer Trailer Division, Montgomery, AL (1991-1998)

Hired for manufacturing expertise and knowledge of business systems to solve quality and del ivery

problems. Managed all machining, forming and assembly operations.

Received Alabama U.S. Senate Productivity and Quality Award (1997).

Saved $700,000 in annual air freight charges, improved on-time delivery from 60% to 95% and

regained quality reputation with Navistar by implementing extensive SPC program.

Eliminated $450,000 annual wage expense by designing and building ten-station automatic transfer

machine that could be run by one operator per shift.

Achieved top quality rating from Mack Truck by working with engineers to resolve geometric

tolerance issues and re-engineer production processes.

Prior background with Dana Corporation as Superintendent, Department Foreman, Production Foreman,

Management Trainee and Machine Operator.

EDUCATION

MBA, Business Administration, Bowling Green State University, Bowling Green, OH.

BS, Psychology, Ursinus College, Collegeville, PA.

AA, Manufacturing Technology, Oakland Community College, Auburn Hills, MI.

ADDITIONAL INFORMATION

Six-Sigma Black Belt. ASQ Certified Quality Engineer, Quality Auditor and Quality Manager.

Malcolm Baldrige National Performance Excellence Board of Examiners 2009and 2012.

2012 Vice Chair of ASQ Cincinnati, OH chapter.

Examiner for Eaton Business System, which utilizes the Malcolm Baldrige criteria as foundation.

Lead Examiner for Dana Quality Leadership Process, using Malcolm Baldrige criteria.

ERP training and implementation experience in Oracle, BaaN and MAPICS.

Faculty Member: University of Phoenix (2000-2001).

Affiliations: ASQ, SME, and SAE.

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