Manager Sales
Resume:
STEVEN T. SCHAAR
*** ******* **. ***** **. *****
*************@*****.*** ( (M) 985-***-****
http://www.linkedin.com/pub/steven-schaar/52/b75/797/
Director Lean Manufacturing
ASAP Industries LLC (American Capital holding), Houma La.
4 / 2014 - current
o Senior Member of the Operations Leadership team responsible for
strategic plan execution, operational excellence, and Lean key
performance indicators for multi-site operation.
o Led (3) year Factory Master Plan to stabilize machine capacity
and support 30% C.A.G.R. within 90 days, American Capital Board
alignment for Capital Expenditure plans for Oil & Gas Portfolio
growth
o Established Manufacturing Core Competencies with increased
Automation focus to fulfill O.E.M. Product Line Expansion.
($1.5M annual savings in generated automated solutions)
o Launched, Recruited, and staffing T.P.M. (Total Productive
Maintenance) and Manufacturing Engineering disciplines to
introduce O.E.E. (Overall Equipment Effectiveness)
o Challenged and led value stream material process improvement to
eliminate 41% raw material flow waste (over 800 miles on an
annual basis) generating $1M annual savings.
o Quality leader to certify and acquisition / overhaul stress
relieving operations - critical manufacturing process
requirements to satisfy recertification A.P.I. Annex M
(September 2014).
o Authored and led "CNC Standardized work" for paperless system
improvements across manufacturing operations (DNC, CAM, MDC
execution), paradigm process improvement for machining
operations.
Manager of Program Management - Model Programs (Global Sugar and
Construction product lines)
John Deere Thibodaux, La.
11/ 2010 - 4 / 2014
o Executive team member who led a global team of program managers and
their cross-functional team using the Enterprise Product Delivery
Process (EPDP) to develop and implement new product program
development for $600 M Sales Enterprise. (7) for (7) for all product
programs managing over $75M in Cap Ex. and (200) global technical team
members within Global Sugar Product Line.
o Led Global Sugar subsidy developments and corporate affairs alignment
for Product Line's mechanization goals worldwide. China M.O.A.
(Ministry of Agriculture) lead for certifications (Guangdong, Guangxi
China provincial interactions) and Pune, India..
o Launched Brand new Sugar Cane Harvester (CH330) in (28) months (record
for over 3,000 new parts) & implemented new S.K.D. manufacturing
facility in Ningbo, China to support Profitable Global Growth
Ambition. (incremental sales $100M+ for structure line planning)
o Ensured that the Product Management Team and Project Teams
successfully delivered product programs to market on schedule, meeting
reliability goals, within budget, and satisfying Sugar / Construction
global customer expectations. (delivered between 25 to 40% cost /
price ratios across 7 new product programs)
o Used the preferred tracking tool (SAP & AgPDM) to aid the Product Line
Management Teams (PLMT) and product teams in global part product
development across multiple units. Have expert knowledge of the John
Deere Enterprise Product Delivery Process (EPDP).
o Responsible for new product program development program development
status to Senior Deere leadership, Crop Harvesting Portfolio planning
& management teams, Product Council, Deere plants, & external
suppliers as required. Developed new product program managers and a
mentor for Deere employees inside / outside unit.
o M.E.R.G.E. (Multi Cultural Resource Group for Global Expansion)
Executive Sponsor for last two years - diverse employee network
pioneered at John Deere Thibodaux.
John Deere Quality and Production Systems Manager / Six Sigma
John Deere Harvester Works, East Moline, Illinois
12/ 2008 - 11 / 2010
o Responsible for internal JD-QPS (John Deere Quality and Production
System) certification of Global Combine and Front End Equipment
business. Scope of responsibility included manufacturing facilities
(Multiple sites in USA, Brazil, Germany, China). Led ISO management
for USA combine/ front end equipment manufacturing locations.
- Leadership Element Lane
- Product Delivery Process
- Order Fulfillment Process
- Customer Support process.
o Led Valuable practice learning / benchmarking / continuous improvement
JD-QPS projects for Harvester Works
o Deere & Company Combine representative for lean mfg. development
strategies within Ag & Turf Division.
o ASQ Certified Six Sigma Black Belt- expert resource for manufacturing
facility, product development and Six Sigma implementation.
Concurrent Development Engineering Team Lead - Crop Harvesting
John Deere World Wide Product Development Center, Silvis Illinois
3/ 2008 - 12/ 2008
o Interim Tier 4 Combine Product program lead: Grain Tank, Separator
Body, Styling, Feeder house functional areas, led global teams to
insure product program on schedule, on budget, and within assigned
resources for E.P.D.P. part progression requirements. ($125M product
program development)
Division Engineer / Manufacturing Engineering Supervisor
John Deere Harvester Works, East Moline, Illinois
1/ 2007 - 3 / 2008
o Responsible for $35M Harvester Works Global Capacity Expansion project
for manufacturing facility as well as internal and external supply
base, factory master plan project completed in less than one year.
o Responsible for $18M primaries overhaul of USA manufacturing
facility, value stream improvements implemented (22 DOH to 8 DOH),
project completed in ten months. (Discovery Channel - large factories)
Product Action International LLC headquartered Indianapolis, Indiana
Regional Operations Manager Detroit, MI
4 / 2004 - 12 / 2006
o Regional responsibility for Detroit offices - Flint, Plymouth, Warren
to support Detroit Metropolitan area for PAI LLC third party services:
full general management responsibilities for (3) operations managers,
(9) account / program managers, (30) field supervisors, (15) office
associates, (2) regional sales managers, and surge requirements of 800
hourly employees reporting to Vice President of Operations.
o Natural Business Development Director who immediately impacted
organization for 800% growth (daily sales) within 90 days of being in
the company, led Detroit region from $5M to $55 M in 2004 & maintained
same 2005 revenue growth and increased market share from (3) to (8)
sole source OEM plants.
o Drove Account Receivables improvement from (263) to (103) Days of
Sales Outstanding for 6,000+ projects & automotive (tier 1, 2, 3)
supplier engagements for 2004 - 2005 calendar years.
o Led J.D. Power improvement and warranty reduction initiatives for GM
and DaimlerChrysler in (8)Vehicle launches: (4) major launches; 2004
Jeep Grand Cherokee, 2005 Jeep Commander, 2004 Dodge Dakota, & 2005
Buick Lucerne (4) minor launches; 2007 Viper, 2005 Cadillac Deville, &
2005 Mitsubishi Raider, for GM ESEP & DaimlerChrysler 3CPR OEM
Supplier Quality program requirements.
o Pioneered innovative Global Positioning Service and real time data
reporting solution for largest concentrated business development
opportunity within history of company driving 12% increased daily
average sales price.
o Successfully hired and maintained "union free" employment for over 800
Detroit Metropolitan area employees.
ThyssenKrupp Budd Detroit Plant - Frame and Body Division
Stamping Operations Manager Detroit, MI
12 / 2002 - 04 / 2004
o Full P&L responsibility of $750M sales of stamping / blanking
operations as Tier 1 supplier to Ford, DaimlerChrysler, and General
Motors. Responsible for all Safety, Quality, Delivery, Cost, Morale,
and Environment objectives. (45 min. takt time to Michigan truck
assembly plant)
o Responsible for successful launch of all new product launches & in
sourcing actions.
o Applied Zero Defect philosophy to significantly improve Ford PPM score
from 2368 in December 2002 to 14 ppm August, reduced 50,000 repair
items to 600 pcs. (August 2003) for class 1 metal stampings.
o Applied natural work group / line team focus to reduce press shop
labor variance from 128%, December 2003 to 17% September 2003, beating
2003 fiscal target of 34%.
o Reduced costs of stamping operations by reducing 2 shift operation / 7
days a week to 2.5 shift / 5 days a week by accomplishing 85% O.E.E.
(net) targets, initially at 48% (gross rate) and manufacturing plan
commitments.
o Restructured direct reporting structure from matrix organization to
line team format with a 33% reduction in staffing requirements ($770k
cost save) and an increased efficiency within stamping / blanking
operations.
o Sponsored six sigma black belt projects for equipment preventive
maintenance actions and process improvements saving $560,000 in
operational costs Six Sigma Green Belts.
o Led Natural Work Group (U.A.W. workforce) efforts to accomplish $232k
of self directed team cost savings in 4 months.
Ford Motor Company Vehicle Operations
Division Manufacturing Engineer, Dearborn, MI
2 / 2001 - 12 / 2002
o "Modern Marvels" (Discovery Channel): Initiated, Developed, wrote and
led $60M cost avoidance project to the new F150 / P221 stamping -
assembly material flow during program support and management. The
first time in stamping history that all the door (Supercab RH, LH,
SuperCrew RH & LH Front and Rear Doors, Regular Cab Front and Rear
Doors, Crew Cab rear doors) and aluminum hood will be stamped at a
single Ford stamping facility. "(FMC Technologies SGV and Master
Manufacturers Material Handling capital appropriations)
o Designed new material handling / pin pallet device for $5M Costs
savings in new material flow solution for stamping division.
o Streamlined and automated M.I.S. capacity planning tool with direct
link Vehicle Operations Stamping Business Unit Capacity Planning
group.
o Successfully supported the launch for Thunderbird & 2003 Lincoln
Panther Frame APQP and FPDS timing of TCO, TTO, 1PP, FEU, and Job 1
requirements.
o Successfully supported the P221 Dearborn Stamping Plant Schuler Press
launch for mechanical build, debug, tryout and buyoff with the D.C.T.
destacker and exit conveyor for 15 S.P.M. E. R.C. door commodities.
o Managed 2001-2002 additional Capital appropriations of $10M and
reduced powered equipment assets by 35%.
Ford Motor Company Vehicle Walton Hills Stamping Plant
Hit to Hit Manager - Manufacturing Supervisor, Walton Hills, OH
3 / 1999 - 2 / 2001
o Improved hit to hit by 40% and reduced cost by 33% by removing (4)
classification and producing one utility classification through
successful negotiations with the bargaining committeeman at large,
production chairman, and lean manufacturing.
o Exceeded Ford Metal Stamping Operations effective output by 30% for
blanking, stamping, & assembly operations.
o Managed daily costs and supervised department of (120) direct and
indirect U.A.W. labor personnel to accomplish Ford Production System
goals and lean manufacturing business objectives.
o Responsible to coordinate all staging, buildups and blanker die sets
for press room for daily plant card and emergency / crash die
requirements.
o Developed and led hourly U.A.W. workforce (from 33 to 44 yrs. of
seniority) to accomplish Ford Production System Quick Changeover Goals
through value stream analysis and natural work group team meetings.
o Increased productivity and reduced cost through employee involvement
and lean manufacturing techniques.
Sheet Metal Stamping Manufacturing Supervisor
o Motivated, initiated and controlled production efforts through lean
manufacturing / Ford Production System principles to increase medium
and large tandem metal stamping effective output by 25%.
o Exceeded Ford Metal Blanking operations effective output by 15% for
traditional, straight knife, and Chevron cut blanks within 30 day time
period.
o Responsible for daily safety audits of proper E.C.P.I. lockout,
electrical "jumpers", hazardous conditions, and 5s compliance.
o Managed daily costs and supervised department of (110) direct and
indirect U.A.W. labor personnel to accomplish Ford Production System
goals and lean manufacturing business objectives.
Sheet Metal Assembly (Resistance Welding) Manufacturing Supervisor
o Motivated, initiated, and controlled production efforts through lean
manufacturing / Ford Production System principles to increase assembly
operations department effective output by 15% for VN58 Front and Rear
Doors (Insourced from Budd Company), EN / FN 145 Decklids, Frt. Floor
Pans Taurus shotgun, SN 95 Dash, VN58 Door Open, and VN58 Front Fender
panels.
o Quality representative and liaison to Lorain and Ohio Assembly plants
for VN58 products.
o Natural work group team lead for initial Application Areas tasked with
Ford Production System and value stream analysis.
Teledyne Fluid Systems - Hyson Products
Operations / Manufacturing Engineering Manager, Brecksville, OH
5 / 1997 - 3 / 1999
o Implemented a Pull Production system with 100% productivity increased
as a Tier 1 Supplier to Toyota within a non organized workforce.
o Controlled direct labor costs by maintaining between 89 - 94% uptime
on maching equipment and production cells for boring mills, lathe, and
assembly work area.
o Managed all capital project implementation for operations from
installation to financial audit for lathe and boring mill
appropriations.
o Suggested, quantified, and managed cost savings efforts to exceed
plan by 35%.
o Responsible for operations to successfully launch Baan (Business
management system) by Berclain.
o Controlled scrap and reject costs by proper instruction to hourly
employees for proactive troubleshooting within cellular work
environment.
o Full P&L responsibility with supervision of manufacturing engineering
department and operations of one-hundred people (natural work group).
o Coach for personnel development and skill enhancement of production
associates and skilled workers.
o Achieved ISO 9000 certification for third year for operations as
internal auditor and quality team member.
o Primary lead for Toyota Supplier Service Convention as Tier 1 supplier
tasked with implementing a pull production system.
Teledyne Fluid Systems - Efficient Die & Mold
Contract Machining Program Manager, Brecksville, OH
4 / 1995 - 5 / 1997
o Increased marketing share by 18% as primary customer contact for Ford,
GM, and Chrysler with responsibilities to review sheet metal designs
and castings for estimating, quoting, routing, scheduling, and support
of linear and contour maching.
o Responsible for shop performance to quoted estimates through daily
monitoring and progress report outs with Director of Die Engineering
Department and Plant Manager for (7) Boring Mills from 84" to 192"
cross feeds, and (5) CNC mills to 144" x 240" cross feeds.
o Single Point of Contact for G.M., Chrysler, Ford, and Caterpillar to
facilitate their service requirements and to initiate future projects.
o TE-9000 internal auditor and Environmental Compliance team member.
Sheet Metal Stamping Die Program Manager
o Primary customer contact for all emergency die repairs and tool tryout
requirements within (4) toggle presses (Up to 180" x 102" at 1700
tons" and (12) straight side presses (up to 222" x 120" at 2000 tons).
o Responsible for all Tool Tryout and PPAP requirements for product
conformity to customer supplied math data, prints, and specifications
for C5 Corvette Class A Hood outer & Inner, Door Outer and Inner,
Targa Surround.
S.M.C. Compression Mold Program Manager
o Increased profitability by controlling labor and material costs
through supply chain management and time compression beat program
estimates between 20 - 40% of planned cost for 1988 C5 Corvette
program, Volvo Heavy Truck CM, CL Series, and Kenworth T2000 programs.
o Responsible for all Tool Tryout and PPAP requirements for product
conformity to customer supplied math data (Unigraphics, Catia),
prints, and specifications for C5 Corvette Class A Hood Outer & Inner,
Door Outer and Inner, Targa Surround panels.
o Responsible for all CMM inspection, quality control, and validation to
math data within m.m. tolerance for all S.M.C. compression mild
builds and compliance with product thickness requirements per customer
prints.
o Coordinator of all tool tryout requirements and instruction to U.A.W.
mold makers with press program responsibility for 2000 ton Hepburn
Hydraulic press with 250,000 BTU boiler.
SWEI - Software Expertise Inc.
8 / 1988 - 3 / 1995
Account Manager / Engineering Consultant Ford - Walton Hills Stamping Plant
Engineering Department
Sagamore Hills, OH
o Engineering contractor within Plant Engineering Department for
development and program management of press and equipment
rearrangement, facility upgrade projects (equipment, compressed air,
weld water, electrical, storm and sanitary sewer)
o Engineering contractor for Materials Planning & Logistics - Designed
traffic routing and facility planning productivity improvements and
indirect labor costs savings (66% reduction for plant) with Automated
Guided Vehicles (Rapistan Demag DT 60 model) implementation for Vision
2000 Stamping Modernizations efforts.
Education:
o M.B.A., Leadership, Ford Motor Company - Baker College, Flint, MI 2002
o M.B.A., CASE Weatherhead School of Management, Cleveland, Oh 2001
(start)
o B.S.A.M.E.T., Automated Mfg. Eng., University of Akron, OH 1998
* Note: Both graduate and under-graduate studies completed during night
school while working full time.
Certifications:
o Toyota Production Systems
o Ford Production Systems
o John Deere Quality and Production Systems, Silver & Bronze awards
o Six Sigma Black Belt, American Society of Quality, License 6390990
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