Maintenance Manager

RON BARRY

*** ******* ****

Westfield, Indiana 46074

Cell: 262-***-****

*******@*****.***

CAREER SUMMARY:

Versatile Operations/Maintenance/Business Unit Leader with consistent

record of meeting the goals/demands of industry leaders. Experienced

in high volume, 24/7 environments prioritizing up-time, quality, new

capabilities, reliability and cost reductions. Builds high performing

teams using Predictive, Preventative and Total Productive Maintenance

programs, WCM, Lean strategies and best practices in OEE, MTBF,

training and cross-functional communications. Strong

Electrical/Electronics, PLC, Hydraulic, Pneumatic and Mechanical

background along with solid computer knowledge, quantitative and

financial skills complementing organization, pro-active behaviors and

accountability.

PROFESSIONAL EXPERIENCE:

2013 to Present: Chrysler LLC, Indiana Transmission Plant II - Kokomo, IN.

.

Chrysler Group LLC, formed in 2009 from a global strategic alliance with

Fiat, produces Chrysler, Jeep, Dodge, Ram, Mopar and Fiat vehicles and

products. With the resources, technology, and worldwide distribution

network required to compete on a global scale, the alliance builds on

Chrysler's culture of innovation and Fiat's complementary technology.

Business Unit Leader - W5A580 Gears and Shafts.

As a Business Unit Leader I am responsible for enthusiastically

supporting and contributing to the Chrysler Indiana Transmission

Plant's World Class Manufacturing (WCM) program and tools. Responsible

for improving safety, quality, delivery, cost savings, and employee

morale in a team-based environment. Lead cross-functional teams in

daily activities, problem solving, root cause analyses, and

maintaining or improving quality and throughput. Ensure compliance

with safety regulations and provide safe working environment for

employees. Conduct routine audits and verifications to confirm

completion of written / documented processes, procedures, and

activities. Ensure quality and operations systems are implemented and

functioning according to standards. Re-establish ideal conditions in

the case of system failure or non-conformance. Plan the scheduled and

unscheduled maintenance while maintaining quality and throughput

levels. Facilitate communication between departments, lines, and

internal suppliers. Teach, cultivate, and implement teamwork, lean

manufacturing, and problem solving in a positive, proactive work

environment. Actively support the WCM production system.

2011 to 2013: Hutchinson Sealing Systems - Church Hill, TN

Manufacturer of Sealing Systems reaching across aerospace, automotive,

railroad, heavy truck and construction markets.

Maintenance Manager

Maintained the Environmental standards for waste water disposal and

air quality working in conjunction with the corporate environmental

specialist to adhere to the state emission permits. Developed cost

savings programs based on the facilities waste water and non-hazardous

wastes. Responsible for mechanical and electrical engineering

assignments as well as the day to day maintenance functions within the

facility including support of the machine shop. Worked closely with

the process and quality engineering departments to make continuous

improvements in order to support the individual needs of the

production departments. Successfully completed five new product

launches.

2010 to 2011: CSM BAKERY NA - Oak Creek, Wisconsin

One of the largest Bakery manufactures in North America, producing a wide

range of bakery products and ingredients for in store, foodservice

markets and industrial bakeries.

Maintenance Manager

Responsible for overseeing the day to day and strategic engineering

and maintenance repair functions for 14 different lines within the

manufacturing plant. Leading a team of 10 multi-talented trade's

people and 2 bulk receivers. Duties include complete facility

management, MRO programs, continuous improvement projects, budgetary

controls and organization of all bulk tanker and rail products.

. Driving TPM initiatives through the use of the MWC's.

. Using MTBF analysis to develop continuous improvement activities.

. Developed a work schedule rotation in order to accommodate the timely

completion of PM's, project work and manufacturing coverage.

. Participated in cost savings initiatives by being involved with

national supplier contracts.

. Developed facility documentation package for BRC certification.

. Trained in GMP and HACCP.

. Enhancing the CMMS system in order to better track spare part usage

and work orders.

. Created Lead positions in order to better direct the workflow and

accountability.

. Mentor and Coach Maintenance leads to become self directed and

motivated.

. Developing reliability methods with vibration analysis and infrared

scanning.

. Monitoring PM completion rates and driving value added activities in

order to increase machine up time and OEE.

2007 to 2009: GKN SINTER METALS, INC. - Germantown, Wisconsin

Leading producer of powder metal parts for automotive, lawn & garden,

medical and a range of industrial applications. A part of a diversified

$6 billion global enterprise.

Plant Maintenance Manager

Responsible for leading the daily and long range management of

maintenance activities for a 100,000 sq. ft., 24/7 plant with 40+

presses, furnaces, robots and machining centers. Directed a 22-person

team comprised of a Supervisor, 2 Electrical Engineers, Reliability

Specialist and Techs. Scope included all aspects of facilities

management, plant systems, utilities and MRO programs. Prepared,

administered and prioritized on-going cost controls for a budget of

$1.1 million.

. Introduced Lean methods and best practices, initiating: a dedicated

repair notification structure and timeline; pro-active perspectives

emphasizing mean time between failures and continuous improvement

projects; and a visual display board for improved communications

between shifts.

. Produced $25k annual savings by instituting a waste water program

using compressor condensate to supply the water tower and

installing a reclaiming unit to recycle cleaning water.

. Drove cost improvements by: negotiating 10+ supplier contacts

achieving a 10% reduction over previous year; re-quoting

replacement parts with new suppliers averaging a 10% improvement;

and, launching a new MRO program increasing overall buying power

and yielding a 5-8% savings.

. Developed a 2 Minutes Before/After Repair safety standard, which

reduced incident/severity rate and produced an accident free 2008.

Contributed to plant-wide safety programs.

. Created a hybrid cell promoting greater front end

communications/collaboration between Set Up, Production and

Maintenance to improve Compact Press efficiency.

. Achieved Plant OEE of 70% surpassing previous years. Result

reflected a 95% PM Completion Rate, exceeding the goal of 90% and

the 80% and 52% actual rates in 2008 and 2007. Scheduled PM's to

the MTBF data from CMM software and started weekly PM meetings with

Production.

. Increased commitment to regular Lead Meetings to review progress to

department and plant goals, service levels and emerging issues with

Production, Quality and Engineering.

. Directed timely completion of a major press repair. Preserved

current budget by negotiating a deferred payment plan with the

supplier.

. Improved reliability practices by implementing oil sampling and

vibration and infrared analysis.

2006 to 2007: HARLEY DAVIDSON MOTOR COMPANY - Menomonee Falls, Wisconsin

Premier domestic manufacturer of motorcycles and accessories

Shift Maintenance Coordinator

Led a diversely skilled team of 40+ performing 2nd Shift

maintenance/repairs for a 350,000 sq. ft. machining and assembly plant

producing motors and transmissions on a 24/7 basis. Initially, duties

were shared between 2 Coordinators before being awarded sole

responsibility for the shift.

. Increased up-time and throughput by prioritizing a 15-minute repair

response time and raising the PM completion rate to 86%.

. Reduced department costs by improved organization and scheduling to

increase the availability of staff to 30% allowing for completion

of Predictive/planned projects and avoiding weekend overtime.

. Selected for Front Line Leadership Training. Quickly acclimated to

culture to minimize issues and expedite conflict resolution by pro-

active communications with the 2nd Shift's 2 Union Stewards.

1999 to 2006: DAIMLER/CHRYSLER CORPORATION - Kenosha, Wisconsin

"Big 3" automotive manufacturer with a strong presence in the Jeep,

minivan and SUV segments.

Maintenance Manager

Directed all maintenance-related problem solving, preventative

practices and strategic planning for a primary engine line,

emphasizing machining and assembly operations in a union environment

across 3 Shifts. Scope incorporated 4 Maintenance Supervisors and a

staff of 80 with a full range of trade skills.

. Led installation of a new $3 million Connecting Rod Line. Partnered

in several line re-layouts.

. Pivotal to installation of Operator Call Logic, prompting and

locating defective machine parts.

. Drove creation of the Total Productive Maintenance pilot

area/program, which was implemented faster than at any other

facility. Earned recognition from the corporate EVP of

Manufacturing. Developed a TPM template for the rest of the Kenosha

plant.

. Produced department savings by: reducing spare part costs 10.2%

through shrinking inventories by identifying most critical spare

parts and interchangeable components; restructuring department and

promoting shared resources; and using "Train the Trainer" methods

to cut external costs 48%.

. Completed all levels of the Lean-based DCX Smart Manufacturing

Training.

. Internally recruited for the position, which included competitive

selection with external candidates.

Controls Engineer - 2001 to 2002

Developed and implemented new software/programs to increase

productivity. Also, maintained all software documentation, as well as

assisting Operators with day-to-day use/troubleshooting.

Maintenance Supervisor/Electronics Engineering Tech - 1999 to 2001

Monitored a team in maintaining and/or modifying machine tools. Role

included ordering parts and scheduling labor. Led staff training,

including the new control logic and networks.

1994 to 1999: EX-CELL-O MACHINE TOOLS, INC. - Sterling Heights, Michigan

Manufacturer of custom machine tools with strong relationships within the

automotive industry

Industrial Controls Engineer

Worked on-site at customers installing the new machinery, starting

up/debugging software and PLC controls, and working with customer

staffs in understanding/operating the machinery and features.

Extensive experience with Indramat, GE Fanuc, Square D and Allen

Bradley servo drives and controls.

Pre-1994: Progressive experience in frontline positions as a Maintenance

Specialist for RUBBERMAID CANADA and as a Machine Electrician for GENERAL

MOTORS OF CANADA, including working with several different PLC's, servo

drives, motor controllers and robotics.

EDUCATION:

BSTM - DeVry University - Major in Operations - Graduated April 2013 -

3.57 GPA.

Value Stream Mapping training at GKN with Maintenance Models.

Leadership and Mentoring at Harley Davidson Motor Company.

Lean/Smart Manufacturing training at DaimlerChrysler ( 2 years ).

TPM training at DaimlerChrysler.

Earned nearly 70 credits toward degree from Milwaukee School of

Engineering

Completed 4-year Electrical Apprenticeship at Mohawk College -

Hamilton, Ontario

Electronic Engineering Technology Degree - DeVry institute - Toronto,

Ontario

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