Dennis VanDelfzijl

**** ****** **** *********, ******** 49009 269-***-**** acp4mt@r.postjobfree.com

Attention: Hiring Manager

Date: 9 June 1, 2015

Subject: Continuous Improvement Manager

I understand that selecting the right leaders is critical to the overall success of any organization. I am a leader that will bring tangibles which will complement your team.

Not only does business transform raw material into quality products for customers, it contributes to the economic basis for families to grow and flourish. The work environment shapes opinions of the quality of products and is equally important to the quality of life. Leadership in the manufacturing environment is successful when it addresses both of these areas.

There is a synergy created when employees come to work without fear, proud of their accomplishments and knowing the discipline needed to produce quality products. Systems provide the framework for how to work together, who is responsible, when work needs to be done, and how the work should be accomplished. Leadership provides the glue, checks and reinforces compliance to the standard and works with teams to discover ways to improve. Through my leadership I teach and empower employees to feel a responsibility to work in following, monitoring and improving systems. I provide a consistency of purpose for improvement of products and services which combined with motivated employees is a dynamic for success in today’s competitive marketplace.

The attached resume will help you understand more about my leadership history. I hope to have the opportunity to talk about my experience and how I engage everyone to continuously strive to improve the quality of products and quality of work life.

I look forward to learning more about your team and how I can help.

Sincerely,

Dennis VanDelfzijl

Occupational Summary:

Accomplished management specialist characterized by outstanding leadership, problem solving, and achievement through understanding people and business systems Success in motivating productive, creative, satisfied and diverse teams Years of people focused leadership combined with business systems development in varied manufacturing/business situations: Automotive Job Shop Plastics Business Start Up International

Re-manufacturing Robotic Assembly Transmission Assembly Steel Six Sigma Black-Belt Lean Manufacturing Training/Teaching

Employment History:

Raybend LLC

Kalamazoo, MI

2014 - 2015

Interim Operations Manager Leading and standardizing rapidly growing start-up manufacturing company developing outstanding systems to maintain and improve quality and customer service Developed cycle counting program Designed measured, analyzed and improving production line performance Developing root cause solutions to first pass yield failures

Vaupell Midwest Molding and Tooling

Constantine, MI

2010 - 2013

Manufacturing Manager Initiated Cultural change in time of rapid growth (28% growth in sales) Migrated from 5 day 3 shift operation to 7 day 4 shift operation Stabilized and mentored leadership while reducing salary “supervisors” and increasing team “leaders” Established system for progression for hourly associates to provide motivation to improve and advance Implemented a Continuous Improvement system that resulted in tracking and completion of hundreds of improvement projects Championed Scientific Injection Molding (SIM) and helped secure grant to train 40 employees in SIM methods Implemented and trained 50 employees in Job Instruction Training and championed visual job instruction on the shop floor

Welch Foods

Lawton, MI

2007 - 2010

Consultant / Lean Manufacturing Provided lean assessment and training to staff and union employees Trained 32 leaders in Training Within Industry (TWI) methods used to train trainers in Job Instruction (10 hour courses) resulted in over 120 new standard work instructions Leader of Oracle Phase II implementation which reduced supply stock out failures from 3 per month to zero within one month of implementation in first year as a result of improved inventory accuracy in receiving and packaging transactions Established MRO Purchasing guidelines which improved purchasing lead time Re-evaluated stockroom attendants job descriptions to keep pace with changing requirements and challenges demanded by job and improve performance

Michigan BioDiesel LLC

Bangor, MI

2006 - 2007

Consultant / General Manager Startup Company Responsible for Profit and Loss Reported to Board of Managers of Investment group Responsible for all aspects of operation in a chemical processing plant hired all 22 employees negotiated with suppliers and customers created all policies set standard operating policies

Systex Products

Injection Molding

Battle Creek, MI

2004 – 2006

Plant Manager

200 employees plastic injection molding Plant Manager during new plant construction in Arkansas Helped customer change from planned release scheduling of 2 days firm to real JIT 3 hour firm shipments while maintaining 99.9% on-time delivery Just-In-Time Championed policy change which decreased absenteeism by 15% and increased attendance rewards for employees by 10% Successful launches of 4 new programs and new plant without incident Decreased shipping labeling errors 95% while customer increased number of labels/totes 300% (smaller lot size) Hired key personnel to fill important roles within organization under times of great stress Improved team

Griswold Machine and Engineering Inc.

Union City, MI

2002 – 2003

Manager of Manufacturing Trench Division

Led Plant Managers in Michigan and Nevada in improving systems and manufacturing Provided training to leadership team in Lean Manufacturing Taught objective problem solving techniques Increased On-Time-Delivery Changed traditional line manufacturing into cellular manufacturing Decreased product lead-time to customer Decreased labor hours per unit and throughput time Launched new manufacturing plant and building in Nevada Created manufacturing business plan to adapt to changing distribution conditions in United States Streamlined order entry to reduce lead-time by 3 days

Eaton Corporation

Galesburg, MI

2000 – 2001

Six Sigma Black-Belt

Six Sigma Projects Cost reductions and improvements Implemented process changes to Return Materials Authorization process, which decreased process time and reduced interest on liability over $80,000 annually Increased insert tool life in a gear turning department and reduced cost of tooling by $85,000

Eaton Transmission Remanufacturing

Oshtemo, MI

1998 – 2000

Manager of Manufacturing

Managed production, materials, and engineering of re-manufactured transmissions and auto-shift transmissions Implemented Kanban pull systems which was the model for divisional standard (Eaton deployed in Truck Division) Implemented Sales and Operations Planning process Increased production throughput by 55% with Kaizen/Lean manufacturing activities Changed business culture from folklore to written standards through policy, procedures, and work instructions Led business systems implementation (Oracle Manufacturing) on-time, under-budget Led Kaizen activities with Value Stream Mapping to create new Lean approach to re-manufacturing of transmission Provided rationale for cost savings that led to $100,000 capital improvements and dramatic method changes in process Pay-back 12 months

IKU USA

(Eaton) Mirror Actuator Division

Three Rivers, MI

1989 – 1998

Manager of Materials and Logistics

Member of original management team in a Dutch transplant start up Managed the planning, purchasing, shipping/receiving warehouse and information technology for all production in an automotive high volume parts producer (Startup company / Dutch transplant) Automated assembly 70 injection molding machines Led key components for International QS-9000 implementation Negotiated international purchasing contracts that saved over $1,000,000 dollars with one supplier Led many Kaizen teams and improvements including automated data collection, consignment inventories for international suppliers where payment cycle started when used rather than when shipped, increasing cash-flow and manual assembly Kaizen which decrease labor costs by 25% while increasing through-put by 60%

Total Plastics Inc.,

Kalamazoo, MI

1986 – 1989

Plant Manager

Plastic fabrication Job Shop with high and low volume customers including boat manufacturing, display industry, and distribution

Reduced Work-In-Process and Raw Stock inventories by 60% Taught all employees techniques learned in The Goal – Owner commented, “I don’t know what you are doing but my cash-flow is great!”

1985 – 1986

Operations Manager

Implemented new manufacturing computer system for Finite Scheduling which was innovative at the time

1984 – 1985

Supervisor

Learned first-line supervision on Third and First shifts, quickly advanced

Education:

Bachelor of Business Administration

Major: Business

Nazareth College

Kalamazoo, MI

Skills and Abilities:

Computer Power User MS Word Excel PowerPoint Access Oracle Six Sigma Black-Belt Lean Manufacturing 5 Manufacturing Systems Implementations Kanban

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