Manager Engineering

Mark Czecholinski

**** ********* **** **************, ** 37072 ~ Phone 731-***-**** E-mail *************@*****.***

MANAGEMENT: ENGINEERING/FACILITIES/MANUFACTURING/LEAN

Driven professional with over 25 years of global experience in Lean (Continuous Improvement), Engineering, Manufacturing and Operations Management. Paint Finishing Engineer, Project and Facilities/Construction Management skills for new/existing Plant Start-up and Greenfield Construction.

Career Achievements, Including Project Management Achievements

Transformed Bio-Med manufacturing facility, employing lean concepts and increasing all metrics 15%.

Successfully converted 10 high speed assembly lines, through Gemba Kaizen events, to manual work cells resulting in 30% reduction in POH and 55% increase in floor space.

Instituted Predictive and Preventative Maintenance programs facility wide to control OA.

Directed Manufacturing and Industrial Engineering Functions including Maintenance, from a staff of 27 to 18, resulting in an additional 10% POH and in an increase of 5% in OA.

Facilitated the close and transfer of Assets from manufacturing facilities in Michigan and North Carolina, and managed assembly process transfers and re-fit from Automated to Manual assembly lines through the use and implementation of Lean. Reduced floor space by 78%, maintaining the same PPH/person, came in under budget.

Successful launch of a new 40 million Greenfield Manufacturing Facility (WOFE) in Suzhou China (2006), at budgeted levels.

Negotiated $1.2M in price reductions post-final construction proposals while breaking ground on schedule.

Worked with Chinese officials to coordinate bureau and permitting schedules.

Successful launch of a 55 million Brownfield manufacturing facility in Newbern Tennessee (2003).

Reduced 61 Minutes off an average Mold Press Change, reducing costs by $330,000 per year using SMED (2008).

Implementer of LEAN concepts including Value Stream Mapping, 5S, Visual Controls, Job Element Sheets, One point lesson, SMED (Single Minute Exchange of Die)

Managed various projects in Japan, Germany, Belgium, France, and Italy.

Knowledge of Lean/Quality Concepts Include:

Value Stream Mapping, Kaizen Events, 5S, Continuous Improvement, Single Piece Flow, Standard Operating Procedures, Visual Controls, SMED, Gemba Kaizen, Six Sigma Green direct labor to sales, UPPH, C/T, T/T, Work Element and Combination analysis, smed

PFMEA, DFMEA, Control Plans

Key Qualifications

Implementer of Continuous Improvement; Engineering, Project and Facilities Management, also, Management of multi-million dollar projects to ensure they are launched on time/on budget.

Six Sigma Green Belt COST SAVINGS budget management ASSEMBLY PLANTS LEAN principals PROJECT MANAGEMENT BUSINESS PLANNING APQP QS 9000/TS16949/ISO-14001

Computer Knowledge: Word, Excel, Power Point, Access, Visio, Minitab

Mark Czecholinski

PROFESSIONAL EXPERIENCE

TRICOR –State of Tennessee, Nashville, TN 2013 –Present

TRICOR, is a self supporting institution operating within State government whose purpose is to

Teach vocational and life kills in the rehabilitation of incarcerated men and women.

Engineering Manager – Managed all projects from 100,000 to 4.5MM, coordinated all relevant State agencies, and managed outside engineering firms, lead procurement, set timing and overall vision. Created departmental and project Budgets, had P& L responsibility, implemented lean agendas, projects and cost savings. Met all expectations including; timing, budgets, Human Capital and agency documentation and reporting. Extremely diverse exposure and management of projects, from dairy facilities to wood floor manufacturing, with the ability to work with the best engineering firms in Tennessee. This includes a keen understanding of Government projects, such as; the funding sources that include the allocation of Local, State and Federal dollars. There was oversight concerning accountability, character and coaching, transparency and visibility on all fronts, the management and recording of paperwork and document management.

Aramark/ReMedPar CTS Imaging Division, Goodlettsville, TN 2011 – November 2012

Aramark/ReMedPar CTS, Is a board level and Imaging systems repair center used to support over 1,500 Aramark Bio-Med Engineers, who are strategically positioned to support hospital and clinical Imaging Equipment in the following modalities; MRI, CT, X-Ray, Cath, Rad, Portable and HV Tank, worldwide.

Manufacturing/Production Manager – Implement structure, increase productivity, institute standardization, Metrics/Measurable, Quality Scorecard, Hoshin Kanri strategic planning and adapt present productivity and performance methods to a lean TPS, continuous improvement culture.

Selected Highlights:

Developed a Strategic Plan to drive improvement and profit. (Hoshin Kanri, Strategic X Matrix)

Instituted “visual factory”, “Visual Kanban”.

Instituted A3 project planning and a “cost and improvement tracker”, on Hoshin “Jo Ho” wall.

Introduced root cause analysis methods to drive warranties down from 4% to 2%.

Introduced “Visual Factory” and performance metrics to increased productivity 35%.

Eliminate waste in every modality and aligned efficiencies to corporate strategic planning.

Instituted standard work, Quality Critical test protocol that drove warranty, re-stock and rejects, by 50%

Clopay Plastic Products, Nashville TN 2010-2011

Clopay, is a Global Manufacturer of extruded breathable film, medical garment’s and House wrap for the Consumers Market, selling to Proctor and Gamble, Kimberly Clark and First Quality Brands (Wal-Mart, Costco and Walgreens).

Manufacturing Manager – Oversee operations for a 24/7 – 365 day extrusion operation, with 123 direct reports. Responsible for departmental P& L, efficiencies, uptime, quality, process engineering, maintenance and continuous improvement plant wide. Directly instituted, measurable tracking on the production floor to trend the following: Safety/Quality/Maintenance/Gap Closures/W3’s/Productivity and Cost (efficiencies and uptime (OEE)). Developed, information wall, to trend Corporate metric and measurable to plant A3’s to track daily/weekly/monthly cost savings. Instituted SOP/OEE and CpK metrics, developed methods to assure the facility is capturing and disposition information relevant to operations real-time. Instituted framing and flow techniques to streamline material flow and “Poke a Yoke” continual problems that were inherent to the factory floor.

Selected Highlights:

Instituted root cause analysis and problem solving through A3’s.

Developed walkabout boards process to hold tier 1, 2 and 3 meetings for visual management.

Developed flow and framing, for finished goods WIP and raw material, time and material savings.

Instituted cost tracking and trending for analysis and the infancy of Six Sigma.

Improved rewards system to decrease attrition.

Improved SOP tracking and data roll over to assure freshest information was relevantly applied to product.

Reviewed and started Gemba Kaizen activity and Gemba walks plant wide.

Improved product and machine change over’s by 15% net savings $780,000/year.

Mark Czecholinski

JOHNSON ELECTRIC AUTOMOTIVE, Springfield, Tennessee 2007-2010

JE/APG is a Global Manufacturer of automotive actuators, motors, solenoids, switches and power train cooling devices.

Engineering Services Manager

Oversee all operational activities for engineering and plant operations. Restructure plant layouts to improve efficiencies. Identify areas of improvement and devise cost reduction processes. Manage projects from conception through implementation. Direct/allocate $1.5M budget for 3 departments. Create team target assessments for each team member and train/mentor staff to attain goals. Design process, facilities, and growth improvement initiatives. Establish predictive and preventative maintenance processes in all manufacturing areas. Collaborate with Product Development, Research, and Design Engineering teams to develop/launch/update new/existing products. Manage cross-functional team efforts in quality, design/process engineering, PC & L, and purchasing activity.

Selected Highlights:

Reduced spending 20% by maintaining targeted budget levels.

Maintained targeted OA and OEE levels throughout the factory.

Reduced floor space needed incorporate additional volume, by implementing numerous continuous improvement processes (Gemba Kaizen Events).

Reduced POH by 30%.

Integrated/relocated 2 manufacturing facilities into one operation.

Successfully maintained domestic assembly lines/production by using Kaizen methodology to compete with Chinese competitor.

Streamlined ERC, PFMEA, PFD and Work Instruction implementation for new assembly lines.

Facilitated the close and asset transfers of manufacturing facilities in Michigan and North Carolina, and led product assimilation from PPO through PSW and launch of transferred Ford and GM products.

SIEGEL ROBERT AUTOMOTIVE, Newbern, Tennessee 1992-2006

Automotive (tier one) plastics industry manufacturer specializing in the manufacture/decoration of automotive, injection molded plastic parts.

Large Capital Project Engineering Manager, International (2001-2006)

Directly Managed the Design and Development of a new $50M manufacturing facility in Suzhou China, collaborated with executive teams to create new sales/research center in Shanghai China. Directed teams through new mergers and acquisitions in Europe and US

Group Engineering Manager, Manufacturing (1996-2001)

Led development/launch of $55M mold, assembly, and paint finishing system for company decorative products division. Developed budgets for facility and entire project, led pre design efforts, negotiated/developed all supplier bid specifications and contracts. Worked with city authorities to negotiate utility infrastructure and rates, facilitated all contractor operations.

BASF CORPORATION, Southfield, Michigan 1988-1992

Project and Process Engineer

Helped launch successful paint facilities for Ford, Honda, Nissan, Toyota, GM, and Chrysler.

Established preventative/predictive maintenance processes for company’s Applications Research Center.

Additional Training and Development

Red X and Pink X training (SPC)

Value Stream mapping courses

Gemba Kaizen & SMED (Lean) training

Toyota Productions System (TPS) training

Lean Principals, Management by sight

5 Whys course

1 Point Lesson

Gage R & R

Machine Capability Studies

APQP

Mistake-Proofing, 8D Problem Solving

Organizational Leadership training

Continuous Improvement training

Numerous Management courses

Six Sigma Green Belt

Certified Master Coach

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