Manager Plant

Michael L. Angell

*** ********* ****. ********, ** 43015 Ph: 419-***-**** *************@*****.***

CONTINUOUS IMPROVEMENT/QUALITY MANAGEMENT

Continuous Improvement driven manager and leader with extensive experience and field knowledge in Chemical manufacturing environments with extensive experience in Continuous Improvement and Process Efficiency. History of positive results in facilitating teams and Kaizen events with various Quality and Continuous improvement tools. Skilled Six Sigma Black Belt, maximizing team performance, using innovative approaches to process efficiency and accuracy. Startups and running of QA/QC functions, skilled trainer, coach, and motivator for diverse, cross-functional teams. LEAN Kaizen Methodology.

Skilled in Quality Function Deployment / Continuous Improvement - CI / Sequential Production

LEAN Six Sigma Champion / ISO 9001 Lead Assessor / Kaizen Methodology and Facilitation / Performance Teams / Toyota LEAN / TQM / Information Integrity / Cycle Time Management / TPM / SAP / PSM / Production Linearity / Root Cause Analysis / QA/QC / 5S / Six Sigma Black Belt / Process Mapping

Professional Experience

Plastic Packaging Technologies

Quality Assurance / Continuous Improvement Supervisor 2014 - Current

Explored into the new ERP system to work out how the entire quality system from COA’s to Non-Conformances and how it is distributed through the entire ERP system and highly cross functional.

Led the entire facility team to obtain SQF certification for the first time. A 50 point list of activities to accomplish was completed and the audit did not find any non-conformances regarding the physical aspects of the facility.

Analyzed data regarding a critical customer complaint utilizing Six Sigma Statistical Analysis to prove that what was being claimed was actually irrelevant to the real issue of proper film feed.

Leader of two (2) kaizen events to optimize equipment placement in the plant to minimize non value added handling in anticipation of upcoming plant expansion.

BETCO Innovative Cleaning Technologies

Continuous Improvement/Quality 2013-2014 Business Restructure

Leader of manufacturing and continuous improvement initiatives at the site. Assessed entire plant for Safety, Quality, Information integrity, linearization of activities, process integrity and data mining.

Developed CAPA process to cover all areas of manufacturing and R&D at three plants utilizing Kaizen Team.

Led development of Chemical properties database for transfer of new products to manufacturing as part of the new NPD (New Product Development) procedure.

Participated on team that developed the new NPD process for the business.

Led statistical capability analysis for FDA additions determining that the current processes were not capable of reproducibility. Developed process changes to make capable.

Teamed up with purchasing to move raw material inventory form drums to totes saving approximately $60K in raw material costs.

Set up manufacturing budget for 2014

Arclin Chemicals USA

Plant Manager 2012 to 2013 Downsized

Leader of all functions and P&L activities at the site. Led individual functions to perform as a team through morning staff communications meetings daily. Ensured that EH&S activities were in compliance with Local, State and Federal requirements. Led the implementation of 12 root cause findings to eliminate potential for accidents at the plant through process mapping.

Set plant P&L and Capital budgets and project priority for 2013.

Led the implementation of plant communications system for operators to keep them up to date on activities at the plant operator process improvement sessions.

Found spent catalyst sitting at back of plant for over 5 years and recovered over $30, 000 in molybdenum metal.

Heidelberg Hi-Tech Coatings/Hi-Tech Coatings International

General Plant Manager 2011 to 2012

Led the Hi-Tech International and Heidelberg U.S. team in the design, build and start-up of the first new U.S. coatings manufacturing plant. The plant was completed in December 2011 and first batch in early January fell right into middle of specification as salable product. Designed plant with newer technology and operator design that reduced batch cycle times while maintaining identical product with Netherlands plant. This was a planned 18 month project.

Designed and led the building of the Taylor site facility to manufacture high end off-set printing coatings. Plant capacity for 5/8 schedule is 22 MM lbs. per year. This was a team effort with several process design meetings with future operators.

Designed and wrote the logic control scope for PLC control system utilizing process mapping techniques.

Saved project over $130,000 from budgeted funds through technology changes and equipment changes recommended by facilitated Kaizen sessions.

Cycle times for main resin reduced from 11 hours to 2.5 hours and main batch cycle times from 3 hours to 20 minutes in the U.S. facility. European plants are in process of implementing recommendations to reduce their cycle times to same levels.

Led plant $100,000 below budget for fiscal year.

Active member of Hi-Tech International management team developing growth strategy for U.S. market. Utilized VOC, voice of customer inputs to determine best strategy for introducing new polymers into U.S. market.

Dover Chemical – Dover OH, 2009-2010

Manager Chlorinated Manufacturing

Leader of Chlorinated products manufacturing for a global business. Plant manufactured Chlorinated Paraffin’s and Olefins for the Flame retardant and high temperature lubrication industries. Responsible for P&L and budget for the plant. Ensured EH&S compliance within the plant. Led effort to redefine process parameters to eliminate manufacture of off specification product and focus future efforts to improve asset utilization.

KEY CONTRIBUTIONS & ACCOMPLISHMENETS:

Led team Kaizen event to develop new temperature profile for chlorination reaction, ran the entire first month and manufactured 40 batches in a row with low color and acid numbers which had never been done before.

Developed new reaction temperature profile to a new and cheaper raw material to manufacture high end flame retardants which will save over $1MM annually using statistical techniques.

Developed new numbering system for all process equipment that is information rich and allowed for easier SOP’s and operator training. System allowed operators to identify all instrumentation, valves and equipment for each unit operation.

Designed and implemented an OEE spreadsheet for operations that gave management the true level of asset utilization and the cost burden of not utilizing assets to World Class levels. The system tracked all down time, quality issues and performance to nameplate capacity issues and resulted in a simple easy to read power point report monthly.

EMD CHEMICALS – Cincinnati, OH 2008-2009 Restructure/Downsized

Director of Operations

In charge of all activities and functions within Cincinnati plant of $60 million global manufacturer, directing team of 174 and administering $15 million annual budget. Managed raw material, finished inventories, processes and process design. Hired, trained, mentored, and retained workforce; developed management staff for leadership responsibilities. Ensured full safety compliance in plant classified as hazardous and flammable with a Class I, Division I classification. This plant was reduced in production as a result of business climate and other assets within Merck. Led process mapping events to obtain changes in inventory policies and move production to Germany.

KEY CONTRIBUTIONS & ACCOMPLISHMENTS:

Decreased inventory by $4.2 million in 4 months and increased cash flow by the same amount through utilizing Six Sigma tools and implementing 5 new procedures for manufacturing, with projected $10.2 million in inventory reduction by the end of 2009.

Removed $1.1 million from the line item budget for 2009 within 2 months; brought plant budget $570,000 under plan within 1st 6 months of 2009 through manufacturing efficiencies and labor reductions.

Captured $200,000+ in savings by leading union negotiating team in securing new contract that eliminated entitlements within the contract and removed payouts previously given despite zero work accomplished. Provided management unprecedented freedom of choice and movement to address market needs.

Functioned as a core team member to redesign U.S. operations, facilitated several process mapping sessions to generate $7 MM in cost savings, with project involving shutdown of 2 sites and consolidation of all Branch plants to serve U. S. markets.

Spearheaded implementation of several Lean improvement strategies that involved all areas of the plant, causing upper management from Germany to designate it as the “cleanest chemical plant” they had ever seen following tour. Restructured the management team to improve performance and accountability.

SUNCHEMICAL – Maumee, OH 1996-2008

Plant Manager, Maumee, 1998-2008 / Plant Manager, Charlotte, 1996-1998

Held full P&L responsibility for $5 million annually within Maumee facility, overseeing entire 2 acre site with 100,000 sq. ft. of manufacturing space and $17 million in assets in the manufacture of 75-80MM pounds product each year. Managed raw goods and finished goods, directed all Lean and Six Sigma initiatives/projects at the site, monitored EHS performance, and implemented strategies for process development and improvement. Oversaw full cycles of projects, including engineering and operational. ** Led site to achieve 10-year record of zero OSHA lost-time accidents and only 3 minor recordables in 9 years.

KEY CONTRIBUTIONS & ACCMPLISHMENTS:

Facilitated reduction in QC staff from 9 to 4 and $350,000 annual savings by leading integration of quality directly within processes to take it to the next level, including viscosity, particle size, refractive index, and color testing instrumentation, with projected $2 million annual savings. Facilitated team in producing new manufacturing design by process mapping that shortened cycle times by up to 80% and drove above mentioned $350,000 savings.

Reduced staff from 55 to 30 and captured $1.8 million-plus in cost savings by designing new process to mix inks and coatings that decreased cycle time’s 50+% and cut staff despite 40% increase in throughput. This was a Six Sigma project.

Selected among all U.S. Plant Managers to serve on the Sun Core team for restructuring U.S. operations. Worked with team by facilitating “ideas tree” to develop and implement plan for removing $10 million in costs out of manufacturing.

Led team that value stream-mapped facility processes and determined value-added ratios to improve streams, eliminate waste, and restructure material flow. Allowed plant to maintain level conversion cost for 7+ years representing $2.4 million in savings.

Instituted Lean and Six Sigma within plant with 2 Green Belts running local projects; led cross-functional team using Kaizen to decrease product change times and unplanned downtime for mill screen changes, leading to $140,000 savings and unplanned downtime reduction from 1-3 weekly to 1 every 6 months.

Served as Site Lead to connect process automation to Sun enterprise system, with process subsequently integrated into SAP enterprise system. Functioned as Site Lead for SAP implementation as part of worldwide conversion, with the Maumee site the only site to go green across 20 measures in 2 weeks.

Generated $300,000+ savings by leading team in redesigning TiO2 grinding area to increase color density, with new system reducing grinding time from 3 days to 30 minutes.

PRIOR MANAGEMENT POSITIONS: Plant Manager, Furon Macromeric 1996-1996, Plant Manager GLS Plastics 1993 – 1995 Operations Improvement /Quality Manager, Warner-Lambert 1991 - 1993 Product Development Engineer, Introduction of Kaizen to Allied. Allied Signal 1988 - 1991, and Senior Process Engineer, Dow Chemical 1982-1988.

Military: United States Air Force, 4 years, Emergency room Medic, Surgury Assisistant

Education & Credentials

Bachelor of Science in Chemistry: South Dakota School of Mines & Technology, Rapid City, SD

** Received special award from the university president for saving life of fellow student.

Certifications & Training: Six Sigma Black Belt; SAP Implementation; ISA Functional Block Programming; Toyota LEAN and Kaizen; Kaizen Facilitation; Finance for Non-Financial People; Determining When FF Makes Sense; Foundation FieldBus, Hart Technologies; ProfiBus (PA & DP), High Performance Team Dynamics, Six Sigma LEAN Champion

Professional & Community Affiliations: ISA- Automation & Instrumentation; Society of Plastics Engineers; Director, Children’s Education; Designer & Implementer, Rotational Sunday School; Volunteer, Feed the Poor, U9-U11 USSSA Baseball Coach

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