Results-driven and dedicated with wide-ranging experiences of planning and

leading operations involving small- to-large sized manufacturing

environments. A proven track record of devising, evaluating, and

implementing continual process improvements to minimize waste and reduce

costs while maximizing quality and yield. Excellent communicator; success

building cohesive teams focused on production goals, safety, quality,

throughput, and cost. Areas of expertise include:

. Just-in-Time (JIT) Production . P&L Accountability

. Lean Manufacturing Concepts

. Policy / Procedure Development . Capital Project

Management . Total Quality Management (TQM)

. Team Building and Training . Resource Allocation

. Cost Reduction/Avoidance

. Engineering Management . Operations Management

. Maintenance Management

Professional Experience

January 2013 - Present

1 Operations Manager

2 Houghton International (Detroit, MI)

Operations manager responsible for leading the production, maintenance,

engineering, receiving and the inventory control departments for the

Detroit chemical manufacturing facility. (Staff of 50 direct and indirect

reports)

Lead the team to reduce raw material inventory and realized a reduction in

raw material inventory of $1,000,000 (2013 YTD).

Reduced the cycle time on our top ten products by 67% (weighted average)

YTD utilizing lean manufacturing techniques. (167% goal attainment).

Developed and implemented a Kan ban system for our top 5 products (based on

volume).

Implemented a 30 day schedule for manufacturing vessel B-11 to improve

asset utilization. Increasing productivity by 175% on this vessel.

Doubled the throughput in blending area four. Increased the number of

batches produced in one week from 2 to 5. (An increase in productivity of

225%)

Created and implemented a checkbook to manage the budget. Realizing a a

$174,000 reduction in spending (2013 YTD).

Managing the business to ensure compliance to ISO/TS1694.

3

January 2012 - January 2013

4 Manager of Reliability Engineering and Maintenance - Manufacturing

Operations

1 A123Systems (Romulus, MI)

Bankruptcy - Sale of the assets is the reason for seeking employment

elsewhere

Department manager of maintenance and reliability engineering

(manufacturing operations) in a high technology lithium ion battery

manufacturing facility. (Staff of 12)

Improving equipment reliability and stream lining the process using lean

manufacturing tools to develop corrective action plans. (World Class

Manufacturing).

Launching the charter preventive/predictive maintenance programs for the

facility.

Developing the reliability and preventive/predictive maintenance programs

using Oracle Enterprise Asset Management as a tool.

Managing and leading the teams to accomplish key process objectives.

(Rolling Top Five Analyses).

Ensuring compliance with Sarbanes -Oxley.

Developing programs to comply with ISO/TS1694.

Set the standard for reporting and data gathering.

5

6 Chief Engineer - Manufacturing Operations

1 Hostess Brands (Northwood, OH)

Bankruptcy - Liquidation of the company is the reason for seeking

employment elsewhere.

Department manager of the engineering and facility and process maintenance

operations of the facility. Three shift high speed manufacturing in a

unionized facility. (Turn-around facility).

Managed engineering and facility and process maintenance objectives as well

as production related objectives.

Developed and managed the budget ($1.0 million), improved plant processes,

developed and implemented an asset preservation plan, enforced the

preventive maintenance program, and implemented capital projects.

Re-engineered all of the reliability engineering and maintenance

engineering programs within CAMS.

Project management - specification/standard development, request for quote,

OEM selection, commercial negotiation, contract award, risk

analysis/mitigation, design/build of the equipment, quality, health, safety

and environmental acceptance, installation, and project timing. (World

Class Manufacturing).

Environmental, health, and safety champion for the facility.

Managed and directed the maintenance coordinator, engineering supervisors

and the plant engineers. (Staff of 15).

Established the process for performing and scheduling the tasks of the

maintenance team (mechanics) using CAMS Asset Management as an analysis

tool.

Pursued an active role with the production manager in managing production

related initiatives.

Reduced lost line time by 30%.

Increased compliance from 15% to 90% on PM/PDM completion. (100% on key

process equipment).

Reduced the reliance on outside contractors by in-sourcing work to our

mechanics and eliminated over $40,000 per month in service costs.

Eliminated the pan line process bottleneck using lean and six sigma tools.

British Retail Consortium (BRC), Hazard Analysis and Critical Control Point

(HACCP), Food Safety, and Good Manufacturing Processes (GMP) compliant

programs were developed.

March 2010 - August 2011

Coca-Cola Refreshments - Detroit Production (Detroit, MI)

Interim Production Manager

The production manager and maintenance manager for a three shift operation

in a high speed bottling and canning unionized facility. (Turn-around

facility).

Responsible for maintaining ISO 22000/HACCP compliance while improving

safety, quality, cost, productivity, and morale.

Environmental, health, and safety champion for the facility.

Engineering and Maintenance Manager

Developed and managed the budget. ($1.4 million operation budget plus $1.6

million MRO)

Developed and implemented an asset preservation plan. ($400,000 project

plan)

Enforced the PM/PDM program. Successfully launching an SAP/Maximo

maintenance system. (90% pm completion rate with 100% on key process

equipment).

Coordinated and implemented capital projects with corporate engineering.

(Successfully launched the 1881 contour (2) liter bottle and the (1.25)

liter bottle).

Managed and directed maintenance and engineering personnel. (Staff of

16).

Implemented daily joint production and maintenance meetings to review daily

performance.

Assigned line champions to drive and develop lean manufacturing

initiatives. Launched a self-directed continuous improvement team to

identify and drive continual improvement.

Increased the available production line run time by 18% -- Gaining 10,000

cases of production per week.

Increased the capacity of the can line by 6%.

Increased syrup yields and gaining 439 cases per shift at the can line

filler by optimizing fill heights of the filler valves. Eliminating 0.2

fl. Oz. per can over fill.

Increased the capacity of the 1L/2L line by 6%.

Reduced the MRO inventory by 8%. British Retail Consortium (BRC), Hazard

Analysis and Critical Control Point (HACCP), Food Safety, and Good

Manufacturing Processes (GMP) compliant programs were developed.

August 2008 - March 2010

Challenger Systems

Manager Software Development

Developed and managed systems to enhance Metatrader and E-Signal software

Developed custom templates to integrate with Metatrader and E-Signal

software

Actively engaged with and interfaced to the OTC markets in real-time

Debug and setup of custom indicators

June 1997-August 2008

Chrysler, LLC.

New Model Engineering Manager -- Advanced Manufacturing Engineering (Auburn

Hills, MI)

Managed staff of (13) project/process engineers across (13) active programs

simultaneously with responsibility for meeting or exceeding measurable

improvements in safety, quality, delivery, cost and morale. (Over $200

million capital budget).

Charter member of the first international cooperative project (Germany/USA)

in the product development and process launch of the W5A580 torque

converter ($78 million).

Developed the processes for manufacturing torque converters and steering

columns utilizing lean manufacturing concepts. (Current model year and 5

year capex strategy).

Defined the labor allocation for the processes that were developed. (Direct

and indirect).

Prepared the appropriations request and obtained all of the capital,

tooling, and expense funding required to launch the new model programs for

torque converter and steering column manufacturing.

Competitively quoting the program against global concerns. (Make vs. buy

analysis).

Managed project teams. Including: specification/standard development,

request for quote, OEM selection, commercial negotiation, contract award,

risk analysis/mitigation, design/build of the equipment, quality, health,

safety and environmental acceptance, installation, project

timing, and steering committee facilitation.

Managed continuous improvement initiatives. Developed the implementation

and ongoing assessment of continuous improvement strategies.

Driving results to improve the performance of plant operations.

Reduced part travel distance by (5000) feet, eliminating (20) days of

processing time and (30) days of work in process in the ring gear

manufacturing department. (Lean manufacturing project).

Achieved the cost per unit target of ($100) per unit in manufacturing

torque converters and steering columns. (Manufactured cost or transfer

cost).

Plant Superintendent -- Operations Manager -- Toledo Machining Plant

(Perrysburg, OH)

The lead manager of the facility. Managing (600) direct/indirect reports

in a diverse unionized (1.0) million square feet manufacturing facility.

Responsible for production, maintenance, engineering, quality and logistics

for the plant.

Ensured that all of the objectives for the facility were being met/managed

by the supervisors on a daily basis.

Increased torque converter throughput by 14%. (3500 units to 4000 units

per shift)

Increased compliance from 81% to 90% PM completion on all equipment - 100%

on key process equipment. (Achieved Sarbanes-Oxley Compliance).

Lead the activities towards achieving QS9000 certification.

Detroit Axle Plant (Detroit, MI)

Maintenance and Engineering Manager

Managed facility and process maintenance and engineering activities for the

manufacturing facility. (1.5 million square feet).

Managed preventive/predictive maintenance programs, the installation of

machinery and equipment as well as running repairs.

Maintained machining and assembly operations and managing central

facilities maintenance activities.

Detroit Axle Plant (continued)

Maintenance and Engineering Manager

Managed the budget.

Enforced the PM/PDM program. (90% pm completion rate overall).

Coordinated and implemented capital projects with corporate engineering.

Managed and directed maintenance and engineering personnel. (Staff of 99

direct/indirect).

Maintenance Area Manager

Planned and scheduled all maintenance activities for the assembly area: WK

(front and rear), LX, and RS lines. Activities include: running repair,

preventive maintenance, and new model programs. (Staff of 40

direct/indirect).

Coordinated the activities with production and engineering operations.

Supported new model launch activities. Enforcing the preventive

maintenance program. (90% pm completion rate overall).

Education

Master of Business Administration

University of Phoenix

Completed 30/45 credit hours

Bachelor of Science - Electrical Engineering

Lawrence Institute of Technology (Lawrence Technological University)

Southfield, MI

EIT State of MI

Corporate Training

. ISO/QS Internal Auditor . Team Oriented Problem Solving

(8D) . Lean Manufacturing

. British Retail Consortium (BRC) . Food Safety, GMP

. Total Quality Management

. DMAIC . FMEA,

Control Plan . Design for

Manufacturing

. Total Productive Maintenance . Statistical Process Control

. Finance and Capital Budgeting

PLANT MANUFACTURING MANAGEMENT

Edward Cichewicz

3046 Lexington Glen Blvd. . Monclova, OH 43542

acg3yc@r.postjobfree.com . 419-***-**** (h) .

Contact this candidate