Manager Manufacturing
Resume:
Mark Schultz
New Berlin, WI 53151
Cell 414-***-****
******@*****.***
www.linkedin.com/in/markschultz2009
April 11, 2015
Dear Ciresi & Morek,
The following cover letter and resume are in response to the Plant Manager posting. I am presently employed as Operations Manager at
the Oilgear Co exploring possible growth opportunities.
I have built a reputation as a hands on, high trust, high ethics individual who can be counted on to get things done. I bring a high
energy, sense of urgency and positive spirit to whatever I do. I am a relentless communicator who takes pride in helping others and
never letting the ball drop. I have been successful in engaging multiple personality types and helping them to set and achieve goals. I
am adaptable, like & embrace change and am comfortable working outside of comfort zone. I am battle tested and handle conflict and
adverse situations well.
My background began right out of high school where I learned machining, primarily CNC turning and milling. After 9 years of
production work in job shops I progressed into shop supervisor roles where I began to develop my people, leadership & team-building
skills. I spent the next 7 years supervising machinists, assemblers, welders and production workers in 2 different companies. I have
spent the last 20 years in progressing from Industrial to Manufacturing Engineering roles along with time as Manufacturing Manager
and most recently Operations Manager.
I feel my experiences and varied background give me a keen, learned insight into Lean Manufacturing as well as the understanding and
ability to transfer this knowledge to others. My time as production worker in the job shops gave me early hands on experience with
cellular manufacturing. Moving into the floor supervision roles allowed me to learn what makes people tick as well as teaching me a lot
about myself and helped me improve my communication abilities.
My time in Engineering has given me more of the technical understanding of Lean, flow, process development as well as design. Lastly
the Manufacturing / Operations Management time has given me an understanding on how to put all of the pieces together.
In all of the roles that I have been in the one constant has been my ability to make bottom line improvements at each company. The
common ingredient to my success has been my Interpersonal skills. Starting at the bottom and working to progress at each career step
has given me a respect for all workers and conversely an earned respect from them.
I am an energetic, Lean driven, passionate and positive person. I take great satisfaction on making contributions and will do whatever it
takes to make a difference.
Sincerely,
Mark Schultz
Mark Schultz
14236 W Maple Ridge Rd 414-***-****
New Berlin, WI 53151 ******@*****.***
www.linkedin.com/in/markschultz2009
MANUFACTURING OPERATIONS / LEAN ENGINEERING MANAGER
Manufacturing Operations/Engineering “Go to” process focused leader with proven success in elimination of waste, increasing
production output, improving quality, providing the tools, interpersonal skills, support & structure for team success.
PROFESSIONAL EXPERIENCE
2012 to Present
The Oilgear Co (OEM Hydraulic Systems, Pumps, Valves, Cylinders) Milwaukee, WI
Private Equity Owned Company - Fast paced high volume / small quantity / high mix / highly engineered union environment -
185,000SF manufacturing facility. Production processes include Machining, Welding, Mechanical & Electrical Assembly, Testing,
Painting & Shipping.
Operations Manager March 2014 to present
Directly responsible for Daily direction of (2) Shop Floor Supervisors, Journeyman Machinists, Maintenance, Quality Engineer, QC
Techs (9 direct, 20 indirect reports) & Facilities & Equipment Maintenance. Coordinate, supervise and participate with production
team members in shop support functions/initiatives: Quality Assistance (NCMR management, Calibrations), Leadership of MRB,
Manufacturing Engineering Assistance (routings, labor standards, quoting, tooling/factory supply procurement, safety, tooling
improvements) New product development/customer interface, shop floor layouts, Lean implementation, Maintenance function, HR
involvement (recruiting, hiring, firing, disciplinary actions, performance reviews).
Ÿ320% improvement Sales per FTEE in 1 year period by consolidation/elimination of waste in operations along with the change to
the outsource model
ŸKey contributor to Oilgear’s OTE improvement from 78% to 92% in 1 year period
ŸGained an earned respect and trust from union committee & workforce amidst extremely major transformation / business model
change for Oilgear
ŸPlayed major role in reducing union job classifications from 10 to 5 & simplifying and building flexibility into job descriptions for
the 2014 labor-management agreement
ŸManaged liquidation - auction of over $800K in machinery, tooling & equipment equating to over $600K positive cash flow
directly to the books & opened up 125,000 SF manufacturing space for new business in the process
ŸDriver to the sense of urgency change among middle management and shop floor by persistently challenging & pushing Oilgear’s
institutionalized culture
ŸThrived and continued to advance in responsibilities amidst major management re-structuring
Machining Production Manager October 2013-February 2014:
Directly responsible for Daily direction of (2) Shop Floor Supervisors (2 direct, 60 indirect reports), Machining and Welding
Production Activities, Facilities & Equipment Maintenance (2 direct reports)
ŸInstalled Visual whiteboard job tracking system for shop
Lean Manager April 2012 to October 2013
Directly responsible for Daily direction of Shop Floor Supervision, Integration of Cylinder Manufacturing into Milwaukee, Lean
Improvements, Facilities & Equipment Maintenance
ŸManaged 3MM project of moving and integrating the Wausau, WI cylinder manufacturing plant to Milwaukee in 11 month time
frame. Project included sourcing vendors, coordination of contractors, auction of obsolete equipment, recruitment of
Milwaukee labor, VSM of all processes resulting in complete re-layout & 5S of Milwaukee’s 250,000 SF facility, Process travel
for the cylinder & OG pump manufacturing process was reduced by 30%.
ŸCreated Visual Work Instructions for the PVV Pump assembly process.
ŸSetup Hejunka pull system across the entire shop. This reduced WIP inventory by $200K and improved shop efficiency by 15%
ŸImplemented 500K investment for Cylinder hone reducing product cost by 20% and lead-time by 2 weeks VS outsourced process
2001 to 2005, 2006 to 2012
Hader Seitz Inc. (OEM Custom Hydraulic Cylinders, Pumps, etc.) New Berlin, WI
Family Owned Company - Lower volume / small-medium quantity / high mix / engineered non-union environment - 75,000SF
manufacturing facility. Production processes include Machining, Welding, Mechanical Assembly, Testing, Painting & Shipping.
Manufacturing Engineering Manager/Manufacturing Manager: Directly responsible for shop support functions of
Manufacturing/Industrial Engineering/Equipment Maintenance. Coordinate, supervise and participate with up to 8 team members in
shop support functions/initiatives: Routing, labor standards, process sheets, BOM’s, labor standards, quoting, tooling/factory supply
procurement, safety, fixture design (AutoCAD LT), New product development/customer interface, ECN’s, assisting CNC programming
(manual G-code & GIBBS CAM), shop floor layouts, Lean implementation, Quality Assistance (NCMR management), Maintenance
function. Direct reports include Manufacturing Support Engineer, Maintenance Technician & Maintenance COOP. As Manufacturing
Manager Supervised 22 person, 2 shift, 35 machine CNC machining departments. Direct reports included (3) CNC Leadmen. Periodic
HR functions (recruiting, hire, terminate, performance reviews for entire shop).
Mark Schultz
14236 W Maple Ridge Rd 414-***-****
New Berlin, WI 53151 ******@*****.***
www.linkedin.com/in/markschultz2009
ŸDrove productivity improvement by 5% in 2-year period by measuring performance, goal setting and educating workforce/lead
people on their effect on costs.
ŸEstablished production measurement system for plant performance. Created formal review format for production employees.
ŸDirected 2MM investment for capital equipment improvements - included Cylinder hone that reduced process cost by 40%,
cylinder skiving machine that reduced process cost by 20%, multiple CNC turn/mill centers that reduced product costs by 20%.
ŸInstalled manufacturing cells (skive-band-hone cell, small parts cell, machining center cell, etc.) resulting in $57K annual
savings.
ŸGenerated Quality Control plans in key manufacturing areas, reducing customer complaints by 30%.
ŸInstalled CAM based CNC programming system that saved $40K in annual costs.
ŸInitiated Maintenance tracking procedure & TPM system, reducing machine downtime by 5% and maintenance response time by
50%.
ŸCut tooling related expenditures 50% by installing electronic ordering system and installing cost controls / accountability to the
process.
ŸSpearheaded shop wide 5S program opening up 3000SF for new business
ŸExecuted 20K investment for Electronic Marking system for product, which resulted in 20K annual savings and dramatically,
improved safety & quality.
ŸCoordinated implementation of carousel inventory system for product resulting in $22K annual savings and opening up 600SF
of floor space.
2005 - 2006
Rexnord Stearns Division (OEM Industrial Brakes & Clutches) Cudahy, WI
Private Equity Owned Company - Fast paced high volume / medium quantity / high mix / engineered non-union environment -
60,000SF manufacturing facility. Production processes include Machining, Welding, Mechanical & Electrical Assembly, Testing,
Painting & Shipping.
Manufacturing Manager/Team Leader
Directly responsible for 2-shift production function for SAB manufacturing (8 direct, 70 indirect reports) . Coordinate, supervise and
participate with supervisors, planners, manufacturing engineering, quality control, maintenance, service center and production team
members in production related functions.
ŸImproved Production Management Team’s communication, teamwork, commitment and contributions by driving a customer
based focus and resolving conflict issues amongst the group. Facilitated Manufacturing & Production Management Team’s
commitment to Quality by participating in daily MRB meetings and addressing quality issues. Improved customer complaint
response time. Integral to sustaining 99.5% OTD. Improved Maintenance response time by 50%. Increased monthly 5S Audit
average from 3.5 to 4.5
1992–2001
TJ Brooks Company (OEM Custom Hydraulic Cylinders) Milwaukee, WI
Public Equity Owned Company - Fast paced high volume / medium quantity / high mix / engineered non-union environment -
66,000SF manufacturing facility. Production processes included Machining, Welding, Mechanical Assembly, Testing & Shipping.
Manufacturing Manager
Directly responsible for 2 shift production function for two manufacturing facilities. Coordinate, supervise and participate with (7
direct, 30 indirect reports) supervisors, team leaders, manufacturing engineering, IT, maintenance and production team members in
production related functions.
ŸImpacted positive turnaround in customer delivery performance by initiating daily progress meetings & focused communications
with shop floor leadership staff. Customer on-time delivery rating went from 80% to 98% in 8 month time period.
ŸFacilitated overall company attitude change towards Quality by leading daily MRB meetings and addressing quality issues
immediately. Our customer quality rating went from “conditional” to “key” in 6-month time period.
Manufacturing Engineering Manager:
Directly responsible for shop support function of Manufacturing/Industrial Engineering. Coordinate, supervise and participate with (6
direct reports) team members in shop support functions (5S, standards, routings, labor standards, BOM, costs, process sheets, labor
quotations, tooling, fixture design/build/sub-contract, CNC programming, processing, troubleshooting, supply orders & IT).
ŸFacilitated 2MM project of expansion & equipment implementation during 1998-2000, which resulted in cost savings of $400K
annually. Coordinated revised cellular shop floor layout by combining processes, reducing part movement & material handling
time that reduced manufacturing costs by 10%.
ŸImplemented world class 5S program in 2 facilities by involving shop floor and partnering with Customer’s supplier quality
support. Organizational benefit from this program resulted in 10% productivity gain.
Manufacturing Supervisor:
Directly supervised approximately 25 people in various areas including CNC turning / machining center, manual and welding
departments.
Mark Schultz
14236 W Maple Ridge Rd 414-***-****
New Berlin, WI 53151 ******@*****.***
www.linkedin.com/in/markschultz2009
Rewarded with progressive responsibilities – Manufacturing Supervisor (1992-1994), Industrial Engineer (1994-
1995), Manufacturing Engineering Manager (1995-1999) and ultimately Manufacturing Manager (2000-2001)
1985 - 1992
Luebke Corporation/Hypro Inc. (CNC contract manufacturing machine / job shop) - Brookfield, WI
Family Owned Company - Fast paced medium volume / small -medium quantity / high mix / job shop non-union environment -
30,000SF manufacturing facility. Production processes included CNC Machining, Minor Mechanical Assembly & Shipping
Manufacturing Supervisor 4/87 to 9/92
ŸReported to Plant Manager
ŸDirectly supervised up to 15 people in CNC, manual departments. Responsible for meeting customer quality and schedule requirements.
Troubleshooting jobs and processes. CNC programming. Performance and disciplinary reviews. Basic Human Resource functions.
EDUCATION
Hamilton High School - Graduate Milwaukee, WI
Calypso/FARO Arm - Concepts CNC 2014
Pull Systems, Value Stream Mapping, Setup Reduction - Lean Frog 2012
Value Stream Mapping, Principles of Lean Manufacturing – WMEP 2006
ISO Internal Auditor (Certified) – Rexnord-Stearns 2006
Managing Conflict in your Team – MRA 2006
Lean Basic Training – Rexnord RBS 2005
GIBBS CAM Lathe-Mill – Port CNC 2005
Fundamentals of AutoCAD – UW Waukesha 2003
Drug & Alcohol Awareness Training, Applied Leadership Series – MRA 2001
Project Management, Cell Manufacturing, QRM, Setup Reduction – WMEP 1999
Effective Time Management- MRA 1998
Leading Effective Teams Series – MRA 1997
Shop Floor Master Scheduling – EMS 1997
Demand-Flow (Lean Mfg) workshop Series – JR Costanza Institute 1996
Total Quality Management Series – MRA 1995
Principles of Management Series, Bringing Out the Best in People – MRA 1994
Data Collection Labor & Material Reporting, Shop Floor Control – EMS 1994
Fluent in all Microsoft Office applications (Outlook, Excel, Access, PowerPoint, Word). MIS operating system EMS Version 5.0.,
VISUAL MFG, AS400 & Epicor
INTERESTS
Traveling & spending time in the Northwoods with my family.
Contact this candidate