Operations Manager or Plant Manager

**** **** *** **** **** WAYNE, IN *****

734-***-**** acsnz8@r.postjobfree.com

MARK HILL

SUMMARY

I am a seasoned manager in manufacturing operations with a history of success and two on time facility startups. I started out as a shift supervisor and have held position of increasing responsibility utilizing my Industrial Technology Management degree.

WORK HISTORY

World Kitchen, LLC, Corning NY: December 2014 – August 2015

Senior Manager, Plant Operations. Primary responsibility was to Achieve planned production levels while maintaining outgoing quality, planning and directing all manufacturing activities on a day to day basis, setting operational policy and long term planning of plant operations. Plant operations consisted of 32 salaried and 300 hourly personnel in three separate Departments; Melting, Forming and Finishing. Entire plant consisted of 522 combined personnel.

Specific Responsibilities:

Maintain all plant functions when acting as the Plant Director in his absence.

Direct the growth and self-development of subordinates.

Maintain cooperation and resolve conflicts between Plant Staff Groups and Production Departments.

Develop, promote, and support cost reduction practices and programs.

Control labor relations rapport within the Plant.

Ensure Plant safety, health, and housekeeping policies are followed and or enforce when required.

Manage Capital portfolio for the plant.

Manage cost reduction activities for the plant.

Insure orderly and economic repairs to the major melting units as they occur.

Insure the initial production of new shapes and processes.

Insure project completion.

Develop and deploy processes to ensure continuous improvement.

Approval of all operations related spending.

Advise the Plant Director in detail of people and equipment needs and/or moves.

Optimize Plant production schedule to match Plant and Business demands.

Advise controller on operations budgets, forecasts and schedule.

Setting improvement project and operations priorities.

Manufacturing Performance of the Plant.

Severstal North America, Dearborn MI, October 2007 – November 2014

Hot Strip Mill Logistics Manager, September 2013 – November 2014: Responsible for Scarfing, Slab Handling, Sample and Repair, Levy band movement, Crane Maintenance, Rail Shipping/Receiving and Hot Band Shipping. Combined all seven areas into one department under one management team. Reduced the cost of Levy band movement by $60,000 per month. Developed a crane maintenance program that eliminated shipping and HSM delays for cranes. Mentored salaried team and led them through the needed culture change. The entire department is made up of 90 hourly and 6 salaried personnel.

Operations and Maintenance Manager, Double Eagle Coating Company (Joint Venture between SNA and USS,) May 2012 - September 2013: Responsible for managing all aspects of operations, maintenance, process control and scheduling for a stand-alone, two sided, Electro Galvanizing Line. Trained and implemented 2002, 2007 and 2012 labor agreements. Coached and developed salaried personnel, went to 4 crew team oriented work force and implemented a mini-mill style culture change. Reduced operations work force from 67 to 55 personnel. Entire team was 82 hourly and 13 salaried personnel.

Hot Mill Shipping Manager, January 2012 - May 2012: Responsible for shipping and transportation of all hot band material throughout the plant. This consisted of 30 SNA personnel and 28 NRT truck and rhino operators. Reorganized the department, improved systems, improved procedures and implemented a mini-mill style culture change. Reorganized work flow and product movement from the HSM through shipping to increase on time delivery.

PLTCM Commissioning Team, March 2011 - January 2012: Responsible for the start-up, commissioning and initial operation of the Material Handling Building, Seimag coil transportation system and Entry End equipment. This included bid selection, implementing a mini-mill style culture and training the 32 operators required to run these areas.

Pickle Line Area Manager, October 2007 - Mar 2011: Responsible for the safety, cost, quality, productivity, yield and continuous improvement of Pickling Operations. Department originally started with 104 personnel and through training, cross training, and combining positions this area now operates with 63 operators.

A.K. Steel, Rockport, IN, November 2005 – October 2007

Shift Manager Finishing Department: Responsible for safety, quality, productivity and yield for B crew on the 5 Stand Continuous Cold Mill and Hot Dip Galvanizing Line. This facility produced both stainless and carbon steel with the majority of the carbon steel product going to the automotive market.

Nucor Steel, Hickman, AR, December 1997 – September 2005

Cold Mill Day Supervisor: Initial responsibility was the start-up, commissioning and initial operation of the Hot Dip Galvanizing Line to include: hiring and training operators, safety, quality, cost, final equipment inspection & approval, commissioning equipment, leading and assisting on site commissioning engineers, purchasing equipment and negotiating purchase agreements for raw materials. Assisted with the pickle line start-up and commissioning. Later my responsibilities changed to continuous improvement of the Galvanizing Line and Cold Mill.

Cold Mill Shift Supervisor: Responsible for the safety, cost, quality, productivity, yield, continuous improvement and care of D Crew on the Pickle Line, Reversing/Temper Mill, Anneal and Galvanize Line. Hiring, promoting, training and managing morale were also the responsibility of the shift manager.

Reversing/Temper Mill Day Supervisor: Responsible for the continuous improvement of the Reversing/Temper Mill in the areas of safety, quality, cost, productivity, weekly maintenance and housekeeping.

USS Gary Works, Gary, IN, 1990 – 1997

Production Manager: Responsible for the scheduling and operation of #6 and #8 Hot Dip Galvanize lines to include: safety, quality, productivity, uptime, promised performance, cost and continuous improvement. Other areas of experience: 80” Temper Mill & Recoiler (3 yrs), South Shipping (2 yrs), North Roll Shop (6 months) and 2 months of management training at the 5 Stand Cold Reduction Mill.

EDUCATION

Bachelor Degree in Industrial Technology Management, Minor in Military Science

Graduated Ball State University, Muncie Indiana, 1990

ADDITIONAL TRAINING

Lean Manufacturing, Dale Carnegie, Principles of Accident Prevention, S.T.O.P., OSHA (32 hour course,) Team Oriented Problem Solving, Fall Prevention & Protection, Competent Person 1 Training and Randy Bauer.

MILITARY SERVICE

Army National Guard, 1987 – 1997

Last Assignment: Company Commander, 2/152 Mechanized Infantry, Warsaw IN

The unit commander alone was responsible for everything the unit did or failed to do. Responsibilities included the following: Lead a 125 man Mechanized Infantry Rifle Company during field exercises, civil disturbance operations and federal deployments. Trained, evaluated and conducted performance counseling of subordinate personnel. Generated yearly training schedules, set goals and monitored performance. Had ultimate responsibility for the maintenance of equipment and physical security of the armory. Accountable for weapons and sensitive equipment totaling 1.5 million dollars.

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