Lean improvement, Manufacturing Manager, Plant manager

Manufacturing Operations / Plant Management / Operational Improvement

Executive Summary

Over 29 years’ experience improving, supervising, overseeing, and directing operations at commercial industrial manufacturing plants. Experience includes supervising and coordinating employee assignments, work schedules, recognition programs, promotions, resolving grievances, and overseeing manufacturing and logistics operations. Supervised and managed the design and construction of tooling, equipment, and fixtures for manufacturing. Accomplished at plant operations in automotive, oil field, US Department of Defense, and commercial space industry production and manufacturing operations. Skilled in ensuring a safe work environment, overseeing product quality and packaging, assuring equipment maintenance requirements, establishing / driving production schedules, and coordination operator training. Effective communicator. Strong team leadership with excellent mechanical and troubleshooting skills specific to electrical, hydraulic, power transmission, pneumatic and control systems. High level, practical process and procedure improvement skills. Skilled at briefing Corporate President, Vice President, and CFO.

Experience Areas

Safety, Cost Control, Operational efficiencies

Operations & Facilities Management/Layout

Multi-Site Operations & Integration

Logistics & Transportation

Stamping & Machining Operations

Capital Equipment Investment Planning

Lean Manufacturing & Waste Elimination

Safety & Quality Standards Compliance & Training

Customer, Subcontractor & OEM Relationships

Tooling Design

Current Position

Operations Improvement, responsible for all new manufacturing work; Project timing, work flow layout, processing of all components (internal / external), and job follow up, including coordinating work activities between all departments, and providing weekly updates throughout the company and to customers. Internal manufacturing engineering, including Lean process applications. 5-S implementation and lead.

Other Related Experience

Professional mechanical knowledge of machines and tools including their designs, uses, repair, and maintenance.

Expert level production and processing knowledge of stampings and assemblies, quality and cost control, and techniques for maximizing the safe manufacture and distribution of goods.

Development and continuous improvement of organization structures and procedures to ensure successful attainment of objectives related to safety, productivity, delivery, quality, and profitability.

Education and Formal Training

LCC, Lansing, MI 1987 to 1995

–Tool and Die Development

–Total Quality Management and Lean Manufacturing

–Training / Management / Employee Relations

Eastern High School, Lansing, MI 1980 to 1983 Diploma awarded, 1983

Professional

–Adept in troubleshooting and maintaining factory floor electrical/electronic systems.

–Skilled in vibration analysis and laser operations and machine alignments.

–Proficient in mechanical/hydraulic and pneumatics concepts related to machine tools.

Possess strong understanding of machine diagnostics.

Professional Experience

Lancaster, TX 2001 – Present

Tool Room Manager (2001-03), Lean Coordinator (2003-05), Shop Manager (2004-05), Plant Manager (2004-05/2008-11), Project Manager (2006-08/2011-14) Operations Improvement (2014 – Current)

Hold full Project responsibility for two divisions, to include manufacturing and R&D operations. Formulate all production planning, and job timing. Help to establish teams for oversight requirements for all vendors and subcontractors, Product life-cycle and capital equipment investment strategies. Spearhead product development and establish new product introduction/launch strategies. Direct reports include 5 Managers, with director oversight of a 75 person workforce.

Heavily involved in corporate changeover from automotive manufacturing to three new markets (Commercial Space, Oil Field Development, and Defense).

Established Integrated Product Teams improving program execution, streamlining customer service, developing a strong subcontractor base.

Championed ISO certifications for ISO 9001 and TS-16949

Reduced changeover times by 60% and improved 1st article submission acceptance rate to 97%

Implemented Housekeeping Improvement Program and Awards Program, ensuring safer work place conditions, employee involvement and defect reduction.

Reduced manufacturing process times by 30% during recession of 2008 – 2010, resulting in savings of 200k – 300k annually, along with maintaining manpower levels. (No additional layoffs)

Helped to develop a “Prototype” department within our company, utilizing low cost tooling and new processes resulting in reduced tool fabrication times, and tool cost savings of approx. 50%. Shaped charged liners were a major focus of this effort, along with aerospace components, and production machining for oilfield components.

Other Responsibilities:

Supervise die repairman and die setters on in-press trouble shooting, establishing cause / effect, and reading strip for improvements / corrections.

Train die makers in die spotting, draw development, part nesting, trim line development, die assembly, and other “Die Leader” functions. (Catalogued in “Die Tryout Practices”).

5-S champion responsible for operational and corporate oversight of program.

Managed tooling / fixture programs from concept design through PPAP/FAT.

Work directly with Engineering / Maintenance for effective execution of preventive maintenance activities.

Other Related Professional Experience

Demmer Corporation

Tryout, Production, Prototype Manager 1983 - 2001

Advanced through a series of promotions to managerial role during 18 years of employment. Previous positions included: Die maker, tryout leader, production operator, die set team leader. Championed; the tryout management, tooling design review and approval, stamping production, and strategic planning for tool designs and standards.

Responsibilities:

Implemented training in Die build, machining and tryout processes.

Implemented Daily Waste Identification program in line with Kaizen / Lean activities.

Assisted In-House Project management responsibilities for Fuji Dietech, Ford, GM, and Chrysler programs.

Worked in Die assembly, build tryout, throughout apprenticeship, eventually leading several large scale projects through PPAP. Worked in die build / tryout from 1985 – 2001.

Worked on several Chrysler programs for investigating spring-back in high strength steels.

Worked on the 92 and 94 Taurus inner and outer deck lid programs, as well as 93, 94, and 95 Ford / Mercury inner and outer aluminum deck lids, along with several fender, door, and quarter panel programs for the “Big 3”.

Major Accomplishments:

Increased stamping throughput 30% and reduced changeover times by 45%.

Promoted to tryout / build leader in 1991 and Department Manager in 1998.

Member of TQM / QS-9000 / TS16949 action teams.

Reduced floor space requirements by 40%, facilitating the acquisition of new Tier 1 program in-house.

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