Douglas V. Linder

** ***** ***** **, ********** OH 45066 acuaur@r.postjobfree.com 937-***-****

SENIOR EXECUTIVE OPERATIONS PROFILE

Over 15 Years’ of Senior Leadership Experience in Manufacturing Operations in the Automotive, Consumer and Industrial Applications Managed Teams of 500+ and Led High-Profile Projects to Successful Results Including Plant Consolidations Strategic Customer Focused

Accomplished, results-driven executive with year-over-year success leading challenging initiatives, with emphasis on strategic planning, manufacturing production scheduling and control, engineering, quality assurance, project development, budget management, human resources, capital procurement and continuous improvement. Fully computer literate, including Windows OS, Microsoft Word, Excel, Power Point, and Project as well as proprietary applications. Ability to quickly learn new hardware and software. Available for travel.

CORE SKILL AREAS

Strategic Operational Planning & Execution Team Building & Leadership Quality & Safety Assurance (QA/SA) Production Solutions Analysis & Implementation Lean Manufacturing & Engineering Methodologies Operations Efficiencies Advancement Experienced Low Volume/High Mix and High Volume/Low Mix Production and Maintenance Operations Evaluation & Troubleshooting Environmental, Health & Safety (EH&S) Management; Regulatory Affairs & Compliance

Professional Experience

CRANE CO.

APRIL 2014 - PRESENT

Division – Crane Pumps & Systems

Vice President of Operations

Headquarters – Piqua, Ohio – Jan 2015 – Present

Spearheaded $100M Global Sales as VP of Operations; 4 physical plant locations (2 Facilities in Piqua, OH / Brampton, Canada / Zhuji, China).

Achieved 98% YOY employee retention by creating a driven, bottom up engaged workforce environment

Delivered YOY Incremental Operating Profit (OP) of 18%+ (15’ Fcst showing .5% YOY improvement in a down market of 3% equating to an additional $1M profit)

Established YOY Operational Cost Savings Process through our Continuous Improvement Productivity teams which utilizes cross-functional engagement while process driven. (2015 Target of $2.4M, Fcst showing $2.54M finish)

Promoted to VP of Operations due to Organizational Leadership, Demonstrated Results, Strong Work Ethics and Employee Engagement Driven Culture.

Successfully negotiated lower YOY PPV (Purchase Part Variance) through our global supply base, taking full advantage of lower commodity pricing.

Division – Crane Pumps & Systems

Plant Manager

Piqua, Ohio – Apr 2014 - Dec 2014

Managed the Business Operations accountable for full P&L of $42M

Drove 22% Warranty reduction lowering plant accruals increasing cash flow.

Developed and Implemented the plants first Culture Committee responsible for lower YOY employee turnover by 8%.

Directed a robust Lean Culture through daily and scheduled Kaizen’s, JDI Events (Just Do It) and Eyes for Flow, Eyes for Waste Initiatives.

Successfully negotiated lower YOY PPV (Purchase Part Variance) through our global supply base, taking full advantage of lower commodity pricing.

Improved OTD (On Time Delivery) to our customers; currently at 98.2% vs. a jump-off of 96.6%

BORGWARNER, INC

SEPTEMBER 2003 – MARCH 2014

Division - BorgWarner Thermal Systems

Senior Manufacturing Operations & Engineering Manager

Fletcher, North Carolina – Oct 2012 – Mar 2014

Currently Managing 2 Production Managers / SAP Business Analyst / Engineering Manager / Facilities Manager / Maintenance Manager operating 24/7 plant operations of 300+ employees

Implementation of new Engineering/Production Quality Systems aligning the Engineering Organizational Structure

Development of Vision & Strategy for Fletcher Engineering and Manufacturing

Accountable for all customer quote preparations prior to final submittal

P&L Responsibilities for 100 million Annual Sales (Major Customers include: Ford, GM, Chrysler, Nissan, John Deere)

Consistent Quarterly operating profit improvement along with strong monthly incremental returns.

Strategic thinker with strong planning/tactical skills, possess a sense of urgency, focused on measurable results and ability to meet performance goals & objectives.

Division - BorgWarner Turbo Systems

Operations Manager

Bradford, United Kingdom – Jan 2012 – Oct 2012

Temporary International assignment benchmarking and sharing best practices between the Asheville NC & Bradford, UK facilities.

P&L obligations for the Plant Operations at the Bradford UK Facility

Developed and implemented an Operations strategy and Improvement plan to ensure market growth by driving lean manufacturing principles throughout the business.

32 Salary Direct/Indirect employees (Engineering/Production/Quality/Logistics/Maintenance)

390 Hourly employees (Maintenance/Skilled/Semi-Skilled/Machinist/Schedulers/etc…)

Implemented a plant wide cross-functional Cost Savings template forecasting a savings of 3.6% against net sales.

Ensure all health, safety and environmental policies compliance are adhered to and continually reviewed and improved.

Current Machining Efficiency project forecasting a 22% capacity improvement in Machining processes – Savings realized through Scheduling/SMED /Constraint Focused/Material Handling/Process Advancements/Waste Reduction

Labor efficiencies generated through ‘CI’ (Continuous Improvement) program implementing and driving change from the bottom up.

Combined the Quality/Production/Engineering/Logistics metrics eliminating the “I” from each department and focused the group towards common goals driving the business in ONE direction.

Division - BorgWarner Turbo Systems

Operations Manager

Asheville, North Carolina – May 2006 to Dec 2011

P&L obligations for the Manufacturing Operations at the Asheville Facility

28 Salary Direct/Indirect employees (Engineering/Production/Quality/Maintenance)

Responsible for decisions related to Customer Commercial Negotiations, Risk Strategy Model Analysis, and Quote Preparations ensuring a “Return on Investment” above industry standards.

Year over year cost savings template through efficiency gains in Labor, Material, Process Improvements & Variable cost - achievement of $2.4 mil in 2010 & $2.8 mil in 2011.

Implemented Plant Communication System complete with closed circuit televisions to track and communicate department and plant metrics.

Launch of “International” Programs, over 39 million in capital procurement of 410,000 units per year.

Launch of “John Deere” Programs, over 11 million in capital procurement with positive economic returns above industry standards.

Managed cross-functional teams including Product Development Engineers to identify process and design concerns. (Design for Manufacturing Initiative)

Member of the Executive Management team responsible for over $400M in Annual sales.

Direct customer interaction for relationship building and issue resolution on zero mileage & warranty concerns.

Responsible for creation of Plant Preventative Maintenance process.

Successfully reduced customer returns (PPM) by 90% from 2006 to 2011.

Division - BorgWarner TorqTransfer Division

Operations Superintendent

Seneca, South Carolina - September 2003 to April 2006

Responsible for the manufacturing assembly of the Honda Rear Differential utilized in the Honda Pilot, Ridgeline, and Acura MDX

Launched new technology for the Seneca Operations, ITM-1 (Interactive Torque Management) unit

Effectively managed 74 hourly employees on multiple assembly lines

Maintained zero PPM on customer returns for ITM-1 and 2 PPM on Honda, plus reduced internal PPM by 17% for the year 2005

Initiated successful 5S & lean programs into all assembly areas, making it the new culture going forward in the future

Captured $300,000 in annual savings through business process improvements

Introduced new programs designed to reduce costs by another $150,000 while improving product quality and customer service

Served on Seneca’s safety council as the Salary Ergonomic advisor

Member of the internal auditor quality team for QS 9000 & TS 16949, as well as ISO1400

DELPHI AUTOMOTIVES SYSTEMS

NOVEMBER 1999 – AUGUST 2003

Division - Energy and Engine Systems

General Supervisor

Flint, Michigan – September 2001 to August 2003

Lead the team responsible for the reduction of direct and indirect labor by 5% saving $645,000

5 direct salary reports and 176 union hourly employees responsible for the following manufacturing systems: Injection Molding, Lathe & Machining, Lean Cell Concepts, Stamping Dies, Super Cell Concepts, Decoupling versus single piece flow utilizing small lot buffers

Implemented the first sequential scheduling system at the site with a rate of 100% schedule attainment

Team Leader of a Customer Constraint Awareness Team involving a cross-functional development team, including an Industrial Eng., Process Eng., Control Eng., Materials member, Kaizen/Lean Engineer and lead Supervisor

Division – Energy and Engine Systems

Lead Shift Supervisor

Flint, Michigan – November 1999 to August 2001

Responsible for the supervision, scheduling, training, evaluation, and discipline of 25-40 union employees through the development of lean manufacturing

Monitored direct flow through all stages of production; production deadlines; arrange preventative maintenance; and first time quality tracking

Scheduled and maintained QS9000 training across all 3 shifts including complete Process Control Routing training and Equipment Operating Procedure Training.

-Education: PURDUE UNIVERSITY, School of Technology - Bachelor of Science

-Interests: Family & Friends, Coaching Youth Sports, Golf, Tennis and Basketball

References available upon request

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