Ted A. Charter

**** ***** *****

Findlay, Ohio **840

502-***-**** acuu5l@r.postjobfree.com LinkedIn URL

SUMMARY

Process-oriented Operations Manager with proven success leading production teams to meet aggressive manufacturing goals. Key strengths in management, financials, project management, scheduling, human relations, training, supervision and problem resolution. Highly effective in partnering with all levels of management and staff to influence employees and union representatives to meet organizational and departmental goals. Extensive automotive and general manufacturing experience as well as new model introductions and associated process development. Expertise includes:

Molding and Stamping

Process improvement

Behavioral Safety Programs

Union and non-union supervision

Project Management

Technical Instruction

Six Sigma Project Sponsor

Program Development

Lean Manufacturing

Labor Relations

ISO/QS Auditor

Human Relations and Training

Employee Assistance Program Management (EAP)

PROFESSIONAL EXPERIENCE

Graham Packaging Corporation, Findlay, Ohio 2014 - Pres.

Production/Operations Manager

Managing a staff of 160 hourly non union production personnel, 8 salaried supervisors, 3 process engineers, in addition to associated maintenance, electrical and quality personnel producing plastic consumer packaging materials for the food, beverage, personal care and household chemical industries. Supports the establishment and execution of financial and operating objectives for the plant during the annual strategic planning process; drives weekly attainment of Financial and Operational metrics. Plans overall plant operations for best possible utilization of equipment and personnel with the objective of attaining optimum operating efficiencies. Manages spending against approved budgets in relation to changes in customer and production requirements. Formulates and institutes standard manufacturing practices based on methods and motion studies, costs and production requirements. Ensures safety, security, GMP and quality requirements are followed at all times across a hybrid 24/7 schedule. Develops and drives continuous improvement activities for scrap reduction, machine utilization, labor costs, and safety records. Leverages customer relationships to obtain and accomplish new business strategies for continued growth and profitability. Functions as a change agent, with proven successes in developing and implementing continuous improvement initiatives and accountability programs.

ICON Metal Forming, Martinrea Corp. Corydon, Ind. 2011 - 2014

Production Manager

Managed a staff of 260 union hourly production personnel in addition to nine salaried supervisory/management staff providing stampings and welded assemblies to Ford, Chrysler and General Motors. Responsible for continuous improvement across all functional areas as well as scheduling, manufacturing budgets, new model activities, corporate training and orientation for all new employees. Serve as liaison with corporate and Plant Human Resources to negotiate bargaining agreements and benefits administration for hourly operators and salaried staff.

Increased assembly and stamping productivity 10-15% over a period of 12 months through continuous improvement activities such as 5S and lean manufacturing to reduce change over and downtime..

Reduced press lube usage by 25% on a monthly basis by obtaining and installing an automatic lube system in 3 transfer, 9 blanker and 4 tandem press processes.

Improved rework and scrap loss through the installation of poke yokes and error proofing technologies including proximity sensors and nut feeders.

Partnered with Turck and Balluff engineering support personnel to improve and reduce sensor damage and usage in all manufacturing areas.

Working with a multi functional management team reducing and controlling costs, after tax profitability improved from less than 2% to over 7% within 18 months.

Reduced overtime and improved direct and indirect labor costs approximately 2% over a two year period.

Managed departmental and supported plant wide quality improvement activities to reduce external customer issues resulting in the award of GM’s Supplier of the Year award for 2011/12.

Successfully launched Ford’s C520 program to help build the new 2013 Ford Escape.

PolyOne Corporation, Louisville, Ky. 2007 – 2011

Operations Manager

Managed a staff of 38-40 union production personnel, six salaried staff and four maintenance personnel supporting multiple production processes 24/7 producing 70-90 million pounds of PVC compound for the wire and cable business as well as automotive applications. Led corporate wide quality improvement initiatives at Louisville supporting the efforts of Black and Green Belt projects. Served as liaison between production facilities and corporate customer service representatives for scheduling and customer communications.

Reduced scrap and material loss by 10-15% for individual process orders while maintaining productivity utilizing lean six sigma tools and kaizen activities.

Improved production downtime associated with stock change activities by analyzing current programs and completing cycle time studies that focused on improving policies, SOPs, processes and waste.

Maintained employee productivity and commitment to quality by encouraging and facilitating employee involvement in process improvements and implementing applicable suggestions.

Reduced OSHA recordable injuries over a three year period by over 50% while maintaining zero lost time incidents. Received Safety Excellence Award for FY 2009 from Liberty Mutual Insurance.

Implemented procedures to monitor product and process quality in real-time, which allowed operators to detect, correct and prevent process variations that caused non conforming products.

Reduced ISO/TS 16949 findings and maintained certification by increasing internal audit frequency and increasing cross functional auditing.

Initiated the Safety Survivor Incentive program leading to the identification and correction of over 150 safety improvements while identifying several near miss incidents in FY 2010.

Instituted competitive bidding on all capital improvement projects and operational contracts which resulted in savings of over $70k in the first year, FY 2010.

Behr Dayton Thermal Products LLC. Dayton, OH 2006 – 2007

Production Supervisor

Supervised and directed the production of automotive HVAC cooling modules with the talents of 38 production associates and staff in a union manufacturing facility. Maintained a safe and clean work environment by training and managing associates within the entire department on the use of operations instructions, control plans, manufacturing cells and associated resources, while maintaining compliance with appropriate policies and procedures. Worked with union representatives and production team leaders to ensure compliance with current bargaining agreements.

Together with Ford Project Managers and Behr engineers installed and started up the new model Ford Heavy Truck series HVAC Cooling module assembly line in 2006. Line was operational on 2nd shift at full rate within 45 days versus the expected 60 to 90 day process saving an estimated $36k in start up costs.

Developed and implemented equipment modifications and redirected the efforts of assigned associates for the new model BMW Truck Assembly process resulting in a reduction of scrap units and increased efficiency.

Reduced line-side reject rates by 6-7% while meeting organizational goals by cross training staff and adjusting personnel assignments.

Cardington Yutaka Technologies Inc., Cardington, OH 2002 – 2006

Production Coordinator

Supervised 68 hourly associates, 8-10 team leaders and off line personnel manufacturing catalytic convertors and exhaust components for Honda of America. Provided training and development to optimize their individual talents for personal growth resulting in multiple promotions. Partnered with other departments including logistics, maintenance and quality to operate multiple stamping operations, 115 robotic weld cells across 6 manufacturing lines on second shift.

Reduced PPE and general manufacturing supply usage by installing and managing line side vending units producing 8-12k cost improvements per functional line.

Facilitated new model activities across multiple shifts to complete start up with minimal interruptions. Passed multiple HONDA QAC audits with no findings for the new model Accord and Civic programs.

Developed PFMEA’s, PQCT’s, Operation Standards and training documents for Line 10 2006 new model Civic program, allowing full rate production on second shift 4 weeks prior to scheduled startup resulting in 18k in cost reductions.

Initiated TPM activities in the CATCON department utilizing cross functioning teams to identify and correct multiple deficiencies preventing countless hours of unscheduled downtime.

Worked with Honda and Yutaka engineers to install and start up a new Panasonic multi axial robotic SUS Exhaust assembly line.

Counter measured multiple Honda rejects and quality concerns utilizing Honda Troubleshooting process minimizing down time at both Honda and Yutaka facilities. Prepared reports and presented countermeasure activity to Honda Staff including Larry Jutte, Senior Vice President, Honda of America.

EDUCATION

BS, Organizational Psychology, Liberty University, Lynchburg Va.

MA, Human Services, Marriage and Family, Liberty University, Lynchburg, Va.

US Air Force Veteran

PROFESSIONAL DEVELOPMENT

Leadership Development, Cornell University

ISO/QS Auditor

Lean Six Sigma Project Sponsor

Behavioral Safety Programs, State of Ohio

OSHA 10 & 18 hr Courses

Lean Manufacturing, Purdue University

Air Force Technical Instructor

Tau Upsilon Alpha, National Honor Organization for Human Services

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