Manager Plant

IGNAZIO A. FERRERI

**** ******* ****** 740-***-****

Parma, Ohio 44129 ***************@*****.***

SUMMARY

A results oriented, hands on Manufacturing Manager with experience in

Eyelet Stamping, High Speed Stamping, Acoustic and Thermal shields for

Automotive, Lean Manufacturing, Six Sigma, TS 16949 and ISO 14001. Proven

ability to lead teams within department budget guidelines and achieve cost

saving goals. Highly skilled in increasing production output, while

reducing staff and overtime, with a strong emphasis on quality and safety

in the organization.

Lean Champion Certified from MMTC and Six Sigma Green Belt Certified.

PROFESSIONAL EXPERIENCE

Soundwich Inc., Cleveland, OH.

2011 to 2015

Soundwich is a Developer and Manufacturer of Acoustic and Thermal

components for Automotive and Industrials applications. Soundwich is a "Dan

T. Moore Company".

PLANT SUPERVISOR (IN CHARGE)

Managing the Polymer Plant at St. Clair in Cleveland, Ohio. The plant

employees 44 hourly people on a three shifts work schedule. We manufacture

proprietary materials for thermal and sound shields for automotive, trucks,

ATV manufactures and other applications. We are first and second tier

supplier to automotive industry and many others. The company is TS16949 and

ISO14001 Certified. Overall production up for the plant in 2012 and 2013

also managed the P&L for the plant.

. Led a continuous improvement team for the scrap reduction on the

Acoustatherm line and the Acoustatherm family of products. Overall

scrap trend reduction from 4Q 2012 at 15% to 10% in January 2013 down

to under 2% in August 2013. Received an email from Dan T. Moore

thanking me and my team for the effort and a job well done.

. Reductions in cost of scrap of 57% over the all families of products

1st half of 2012 vs. 2013.

. Set production goals on all the work centers and monitor them

regularly to insure standards were met.

. Introduced a new training matrix which included written quiz on each

work center and hands on experience for the employees. This training

was well liked by Soundwich Upper Management and both TS and ISO

Auditors. I was asked to implement the similar training over at the

Wayside plant.

. The new PF Tunnel line was introduced. I took the lead and with a team

was able to consolidate the line with the laminator line thus reducing

headcount from both lines from 6 to 3 people.

. Introduced Lean Manufacturing and 5S to the St. Clair Team and made

many improvements to the overall look of the plant and material flow.

I Championed Kaizen events for Soundwich.

. Managed to reduce overtime and headcount thus impacting the bottom

line in a positive way.

. Recently, I have been asked to transfer over to the Wayside stamping

plant so I may help with my metal stamping experience in improving the

overall performance.

. In the last 12 months we have been able to make vast performance

improvements and for the first time we met the matrix for our bonus 4

months running. Applied for and received a grant from the BWC for the

amount of $ 12,500 for make a work center safer, ergonomic and more

efficient.

Anomatic Corporation USA, Newark, OH. 2008 to 2010

Global Leader in Anodized Aluminum Packaging in Cosmetic Industry with

locations in Ohio, Connecticut, China and sales office in France/Europe.

STAMPING DEPARTMENT MANAGER

Stamping Manager for the Newark Ohio facility, consisting of 26 Transfer

presses both Platarg and Bairds. Leading a Team of 35 hourly employees

working a 24/7 schedule. Department performance up in 2009 and on record

pace in 2010 from projected growth. Managed P&L responsibility for the

department.

. Developed KPI's for Quality, Safety, Cost and Delivery for the

stamping department.

. Leader of the SMED Kaizen which resulted in set up reduction time by

60% while reducing last good pc to first good piece by 37%.

. Leader of the LVC Kaizen and a team member of the Anodize Line

Improvement Kaizen events that yield considerable cost savings and

productivity for the company.

. Increased production output by approximately 6% in 2009 while reducing

staffing and over time cost from budgeted goals. In 2010 department is

on a record pace with growth over 25%.

. Member of the Managers Lean Team focusing on our future state value

stream map. Applied process changes to reduce lead times from 56 days

to 26.5 days.

. Restructured the department with daily formalized meetings to improve

communication and address critical quality and production issues.

. Implemented weekly and quarterly Preventive Maintenance schedules on

presses and ancillary equipment.

. Started an oil reclaim program for our draw oil which produced cost

savings in 2009 and 2010.

. Introduced Lean Manufacturing to the department and implemented 5S and

Visual Factory for the production floor.

. With Lean practices, training and awareness we reduced scrap 50% in 18

months.

. Relocated and organized tool crib with Lista cabinets to store tooling

in drawer for easy access.

. Member of the Apprentice Program Committee that started the Apprentice

Program with the State of Ohio. First class of five employees began

classes in October 2009 to acquire journeyman cards as tool makers.

FCI Automotive USA, Westland, MI. 2000 to 2007

Worldwide supplier of electronic and electrical interconnects systems to

the Automotive Industry.

STAMPING PRODUCT LINE MANAGER (B.U. MANAGER) (2004-2007)

Interim Plant Manager for the FCI Brecksville Ohio facility for six months.

Led the Stamping Product Line for the FCI Westland, Michigan Operations

consisting of 50 hourly and salaried employees with total revenue of $25

million per year. Managed P&L responsibility for the department.

. Improved On Time Delivery from 81% to 98%.

. Increased production output by over 35% while reducing headcount and

over time.

. Reduced Customer Complaints from 143 in 2004, 118 in 2005 to 32 in

2006 and 24 in 2007;

Customer stated PPM from

116 in 2004 to 3 in 2005 and 1 in 2006 and 2007.

. Organized daily formalized department meetings to improve

communication and address critical issues.

. Reduced spare detail spending by $330k.

. Implemented a disciplined Preventive Maintenance schedule on presses,

ancillary equipment and dies.

. Set a plant record for days without injuries (233 days) in the

Stamping department, set a record of 35 months without any loss time

for injuries.

. Achieved budgeted cost savings of $1.1 million in 2004, $1.2 million

in 2005, $2.1 in 2006 and $1.4 in 2007.

. Applied Lean methodology in my business unit.

FCI-SUPPLY CHAIN ANALYST (2000 to 2003)

Established procedures and coordinated customer/interplant requirements

production facilities. Pull system maintenance through MFG / PRO system.

. Reviewed production facilities process flow and recommended changes to

improve and simplify flow, including identifying bottlenecks and

initiating actions to resolve.

. Coordinated raw materials deliveries with purchasing agent and

coordinated with warehouse on shipments.

. Worked with manufacturing supervisors on critical issues. Leader of

daily production meeting and member of Quality Council.

. Mediated and expedited production orders from subcontractor's

facilities.

. Produced daily reports for supply chain manager and operations.

Monitored order fluctuations, inventory, and buffers.

. Controlled expeditious freight costs.

. Published daily production schedule for all shifts.

. Liaison between CSR/Manufacturing, insuring that customer comes first.

TRAINING

Disciplined Problem Solving, FCI USA, Inc.

Supervision for Safety, FCI USA, Inc. Certifications

Lockout/Tagout, FCI USA, Inc. Certification

Master Planning of Resources- APICS

Basics of Supply Chain Management- APICS

Real Estate Classes-Cuyahoga Community College

Lean/Sigma - TBM Associates

SKILL SUMMARY

Microsoft Excel, Microsoft Word, Microsoft Outlook, Microsoft PowerPoint,

MFG-PRO, Syteline, Syspro.

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