WILLIAM G. BUNTEN III MBA

**** ********** **** • Chattanooga, Tennessee 37412 • 423-***-**** • acvq2j@r.postjobfree.com

PROFILE

Results-oriented and driven Manager with 20+ years’ experience and a proven record of success in exceeding production, quality, and timeline goals. Focused and persistent leader dedicated to lean processes and continuous improvements which have reduced redundancies up to 25%. Analytical problem solver with the ability to evaluate data or reports to identify trends and ensure corrective action. Professional, personable, and motivational leader who leads teams to consistently exceed standards, objectives, and expectations. Proficient in Microsoft Office Suite.

EDUCATION AND TRAINING

Associates in Applied Science Aircraft Maintenance Technology, Community College of the Air Force, Luke AFB, AZ 8/2007

Bachelor of Science, Occupational Education with focus on Business Management, with honors

Wayland Baptist University, Phoenix, Arizona, 2/2009

Master of Business Administration, Webster University, Luke AFB, Arizona, 12/2010

Lean Principles, 6/2008

Professional Manager Certification, 4/2011

IATA Certified, 7/2013

DuPont STOP training Instructor Certified, 7/2014

30-Hour OSHA General Industry Safety and Health, 10/2014

PROFESSIONAL EXPERIENCE

Quality Control Manager- Precision Machining Services 3/2016 to 7/2016

Managed fast paced machining quality department responsible in proofing precision machined parts for aerospace/defense contracts. Team consisted of five skilled inspectors that used 3 computerized measuring machines and hand measuring tools to qualify parts critical to the thousandths go an inch.

●Compiled and analyzed machining data to ensure parts were made to print and in tolerance according to manufacturing specifications. Addressed changes needed to adjust machining to specified tolerance.

●Completed course instructed by Hexagon Metrology to program and run parts on CMM machine.

Production Supervisor- Valmont Industries 3/2014 to 3/2016

Directly supervises 49 welders and heavy machine operators in the production of steel power pole assemblies. Carries out various responsibilities in accordance with the corporation’s policies and applicable laws. Responsibilities include planning, assigning work, directing work, appraising performance, discipline, addressing employee complaints, and resolving problems. Holds morning meetings with employees to cover various issues such as policy changes, safety issues and current issues in the factory.

●Created a safety-minded culture; ensured compliance with OSHA, PPE, MSDS and HazMat handling and disposal regulations and procedures

●Compiled and analyzed statistical performance data and pass/fail rates to identify areas that needed to be addressed with new policies or additional training

Logistics Manager- LabConnect LLC. 6/2012 to 11/2013

Plans and manages the movement of materials while working closely with vendors, Project Services and Business Development to create timely, cost effective import/export supply chains.

Interfaces with the Clinical Trial Materials, Investigator Support Services, and Project Services to manage materials required for all studies.

●Advised Business Development on courier selection, storage, documentation needed for HazMat materials, and pricing

●Served as a subject matter expert on logistical issues such as transportation, cold chain/supply chain logistics, bio-storage, warehousing, Good Manufacturing Practices (GMP), shipping regulations, and international customs

●Negotiated with vendors regarding pricing, logistics of materials, and biopharmaceutical transportation

●Authored business plan and led team to implement the use of Liquid Nitrogen for bio-storage of research related tissue and blood samples

Production Supervisor-Exide Technologies 7/2011 to 5/2012

Directly supervise production workers in the Manufacturing Department. Carried out supervisory responsibilities in accordance with the organization’s policies and applicable laws. Responsibilities include training of employees, planning, assigning work, directing work, appraising performance, discipline, addressing employee complaints, and resolving problems. Implemented and maintained lean initiatives throughout the area.

●Followed up on high volume or recurring defects to reduce or eliminate negative trends in scrap products, worked closely with lean department to rework process and reduce scrap potential

●Trained and coached employees on the proper use of Statistical Information Charts as a tool to take action to remove obstacles and eliminate negative variances that may be hindering production

Production Manager (Superintendent) – United States Air Force 9/2009 to 3/2011

Directed the production efforts of 700+ personnel; defined objectives and determined priorities. Established daily priorities and created daily workflow schedule to ensure production goals were met.

●Participated in cross-functional process improvement team; conducted process analysis and made recommendations for and created new process flow for inspection procedures that saved $2M annually

●Established and enforced controls to prevent wasted resources. Worked with procurement team to maintain appropriate levels of 1,000+ line items of supplies and equipment within budget constraints

●Compiled statistical data and conducted trend analysis of KPI’s. Determined training needs, identified policy or procedural deficiencies, and forecast resources and supplies needs

Quality Assurance Manager (Chief Inspector) – United States Air Force 12/2006 to 9/2009

Supervised team of 45 inspectors who verified the quality and compliance of maintenance performed by 3,000+ technicians. Delegated 22,000+ annual inspections to enforce safety and quality standards.

●Compiled and analyzed statistical performance data and pass/fail rates to identify areas that needed to be addressed with new policies or additional training

●Managed the technical order program that was critical to operations. Directed the distribution of 37,000 technical orders annually to 65 client accounts

●Participated in cross-functional process improvement team; conducted business process analysis and made recommendations for new process flow for inspection procedures that saved $2M annually

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