RON SISULAK

*** ****** *** ? Jasper, Alabama ****4

256-***-**** / acrbr5@r.postjobfree.com

Experience includes an innovative and results oriented leadership focused on achieving exceptional results in environments that demand continuous improvement and build teams that improve the bottom line.

SUMMARY OF KEY STRENGTHS

Budget Development

Cost Containment

Strategic Planning

Engineering Management

Long Term Planning

Profitability Modeling

New Product Introduction

Operational Organization

ISO 9000

Lean Manufacturing

Project Management

P&L Ownership

Creating Strategic Business Plans

Effectively Managing Working Capital

Building Strong Client Relationships

Improving EBITDA

Increasing Margins

Empowering Direct Reports

Growing Sales

Building Strong Leaders / Teams

Taking Corrective Action

Reducing Costs

Communicating Metrics / Goals At All Levels

Reducing Turnover

Optimizing Manufacturing Processes

Turning Around Non Profitable Operations

Developing Cost Effective Manufacturing Processes

Implementing Lean Manufacturing

Implementing Preventative / Predictive Maintenance Programs

Design For Manufacturability

Improving Manufacturing Methods

Troubleshooting Processes

Developing Performance Metrics

Developing Production Plans

Leading Continuous Improvement

Managing Machining Operations / Assembly Operations

High Volume Production Machining

CNC 3-axis / 4-axis / 5-axis CNC Machining

CBN grinding

Cellular Work Centers

CNC, conventional, & centerless grinding

Swiss turning centers

Lapping/Polishing

Transfer line machining

CNC Punch

CNC Spline and worm gear rolling

Leading Multiple Site Manufacturing Operations

Cycle Times

Tier 1 Manufacturing

Developing Machine Tool Layouts

Electric Discharge Machining

Equipment Upgrades

Manual / Hydraulic / Pneumatic Fixturing

Machine Tool Setup Methodology

8D

PAPP

Budgeting / Forecasting

Continuous Improvement Goals

Controlling Labor Costs

Ensuring Quality Standards

MRP Systems

ISO14001 / ISO9000

Managing Multiple Projects

Material Management

Mentoring Subordinates

Process Capability Index (CpK)

Process Failure Mode Effects Analysis (PFMEA)

Process Manufacturing Improvements

Product Development

Project Planning

Root Cause Analysis

Scheduling

Standard Work

Statistical Process Control (SPC)

Supervising Multi-discipline Teams

Team Leadership

Value Stream Mapping

Creates design (CAD drawings) for fixtures

Estimating Production Times

Reading Blueprints

GD&T

Minimizing Scrap / Rework

Process Control

Quality Documentation

Sheet Metal

Unigraphics

Aerospace Castings

Die Casting

Green Sand Casting

Injection molding

Chemical manufacturing processes

Heavy industrial and mining equipment repair/rebuild

Sheet metal fabrication and assembly

Cut-to-length lines

Roll forming

Foam press

Manual, Machine, and Robotic Welding, Brazing

Hydraulic cylinder and Engine assembly

Investment Casting Manufacturing

Heat Treating

PROFESSIONAL EXPERIENCE AND ACHIEVEMENTS

General Manager 2012 ? July 2015

Marigold Works, LLC a Drummond Company Jasper, AL

Marigold Works specializes in manufacturing new components for mining and heavy industrial equipment and repairing/rebuilding mining and heavy industrial equipment. There are four (4) shops: Fabrication, Machine, Repair, and CNC. Marigold also has a fleet of service trucks for onsite equipment rebuild/repair.

Responsible for managing the P&L.

Direct plant operations including production, continuous improvement, product/manufacturing engineering, maintenance, quality, warranty, purchasing, materials, inside and outside sales, and distribution/warehouse.

Improved costs by 50% in CNC processes of specific products by introducing Lean Manufacturing.

Created an outside sales team that brought the company outside the coal mining industry.

Business in a major downturn and consolidation took place. Plant has been reduced to a skeleton crew. President is overseeing. I left with severance package.

Plant Manager 2006 - 2012

Hyco Alabama a division of Weber Hydraulik Arab, AL

Hyco manufactures hydraulic rod and telescopic cylinders for OEM?s and aftermarket for the refuse, construction, and agriculture markets. The plant is ISO 9001 registered.

Specialized equipment such as: CNC tube cutoff, skive/roller burnish, inertia welding, and chrome plating is utilized.

Components are machined using CNC lathes and mills and other processes are hand, machine, and robotic welding, then cylinders are assembled, tested, and painted.

Led a team of 150.

Company needed to greatly reduce the cost to produce high volume hydraulic cylinders because gross margin on some of the high volume hydraulic cylinders went from less than 10% into the negative.

Implemented a cost savings program that involved product and manufacturing engineers, purchasing, manufacturing, and accounting personnel.

Results: The cost reduction program generated a total forecast and accounting verified savings of over $950K.

Directed plant operations including production, continuous improvement, product engineering, manufacturing engineering, maintenance, quality, warranty, purchasing, materials, inside sales, and distribution/warehouse.

Slow response to changing customer requirements caused low profitability due to inefficiency, excess scrap and rework, high employee accident rate, and loss of market share. Turned plant around to ensure profitability.

Modified the organization structure to be leaner and more effective,

Reviewed and monitored customer orders to compare to the production schedule.

Reviewed the Work in Process and Purchased Parts inventory levels, scrap and rework.

Reinforce the goals and expectations.

Replaced managers that were unable to achieve expectation.

Results: Leaner organization produced more response to customer needs and expectations that enabled the EBITDA goal of $3.5M to be met.

Justified capital equipment and building maintenance.

Initiated Lean Manufacturing methodologies and ISO 9001 certification.

Plant just celebrated 4 years without a lost time accident.

Company lost contracts to global sourcing and restructuring eliminated my position which went to Germany.

Plant Manager (Temporary Assignment) 2006

Superior Manufacturing Moselle, MS

The main processes at Superior?s Mississippi plant are injection molding, PVC foam matting, laminating top surfaces to the PVC foam, and warehouse/distribution. The plant is both ISO 9001 and ISO 14000 registered.

Oversaw plant operations including production, distribution/warehouse, engineering, quality, materials, maintenance, and human resources.

Supported Lean Manufacturing.

Maintained ISO 9001 and ISO 14000 certifications.

Led a team of 90 reporting to the President.

Communicated to appropriate management levels the operational data.

Completed temporary assignment.

Plant Manager 2004 ? 2006

York a Johnson Controls Company Hattiesburg, MS

York?s Hattiesburg plant builds very special indoor and outdoor air handlers. Each unit is built to the customer?s specification.

Late deliveries led to customer satisfaction issues, lost sales and poor employee safety rating costing revenue loss for over a decade. This plant had never hit their goals.

Developed a realistic vision of monthly shipping goals, formulated an operational plan to meet the goals, led the manufacturing team and executed the plan.

I work very closely with the various Product Directors in forecasting monthly and annual sales dollars.

Developed plant operation oversight including production, distribution/warehouse, product and manufacturing engineering, quality, materials, maintenance, and human resources.

Reduced scrap and rework, improve efficiency and productivity.

Managed new product development and introduction.

Identified that sales was overcommitting timelines to clients. Put weekly meetings in place to eliminate this.

Moved machinery to improve flow and reduce material handling.

Eliminated bottlenecks adjusted manpower.

Support Lean Manufacturing to ensure customer orders and production schedule met. Results:

Plant efficiency and productivity improved with no lost time accidents,

On-time delivery exceeded 98%

Turned plant around and met/exceeded profitability goals.

EBIT goal was exceeded each year by 2% to 5%.

All sheet metal fabrication, welding, piping, and assembly operations are performed at the Hattiesburg plant. In 2004 a new Cut-to-length line and roll former were added. In 2005 we installed new equipment to produce foam wall panels. In 2005 we added two new HVAC product lines and orders for shipments began in February 2006.

The Hattiesburg plant is ISO 9001 registered.

Led a team of 175 ? 200.

Plant moved operations to Mexico.

Plant Manager 1995 ? 2004

The Toro Company Oxford, MS

Toro's Oxford Mississippi plant built small engines for lawn mowers and snow throwers but closed due to EPA regulations. All major engine components were machined at the plant. The engines were assembled and tested at the plant and all EPA certification is performed.

Took a plant that had high scrap, low productivity, and a high recordable and lost time accident rate causing the plant to have high operational cost and missed delivery schedules.

Organized an operational plan to reduce scrap and rework, improve productivity, and reduce the accident rate.

Directed team effort using Lean Manufacturing techniques such as Kaizen, Visual/5 S system, SMED, VSM, Cellular manufacturing, and Point of use storage. Results:

The plant efficiency improved 57%

Productivity improved 30%

No lost time accidents for 3 years consecutively

Improved engine quality, reduced engine warranty claims.

Shipped engines on time to assembly plants, never caused an assembly plant to shut down.

The Oxford plant exceed expectations for efficiency, direct spending, and fixed spending for the last three years the plant was open.

Regulated plant operation including production, service parts, manufacturing engineering, maintenance, quality, materials, warehouse, human resources, and accounting.

Led a team of 140

Communicated goals and expectations of management to ensure organizational goals met.

Toro closed the facility and moved operations to China.

Sales Manager 1993 ? 1995

Apel Machine and Supply Co. Cullman, AL

Sales of industrial supplies, metal fabrication and machined components to industries, local government agencies, contractors, and the general public.

Created Shop schedule.

Managed inventory levels.

Monitored Customer deliveries.

Received new orders.

Reviewed shop load and schedules and monitored supplier and placed orders as required.

Recruited to Toro.

Engineering Manager 1973 to 1993

Supervisor of CNC Programming

Tooling Engineer

CNC Programmer

Worked while attending college

General Dynamics (Speedring) Cullman, AL

General Dynamics (Speedring) can best be described as a large job shop of precision machined components for the aerospace and defense industry.

There is a separate section of the plant that machines components for the Department of Energy (DOE) and the Department of Defense (DOD).

Various materials are machined such as beryllium, titanium, inconel, carbon steel, and aluminum

Coordinate technical problem solving involving manufacturing methodologies between Engineering, Manufacturing, and Sales.

Provide customer interface on technical problems that may occur in the performance of contractual obligations.

R&D for new projects, including developing a manufacturing methodology, designing fixtures and tooling, recommending use of new and existing equipment, recommending tooling sources.

Owner passed away and General Dynamics purchased. Laid off.

EDUCATION

Bachelors Degree - Industrial and Systems Engineering - UAH - Huntsville, AL

Masters Degree - Engineering Management - UAH - Huntsville, AL

PRODUCTS

Mining Equipment ? manufacture new components, rebuild/repair equipment

Hydraulic Cylinders ? commercial use.

Plastics ? injection molding, PVC foam, lamination.

HVAC ? large commercial air handlers and HVAC units constructed of steel, aluminum, and stainless steel.

Small engine manufacturing and testing.

Aerospace and Defense components for commercial and government applications.

Materials such as: aluminum, stainless steel, beryllium, fused silica, titanium, and alloy steel.

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