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Manager Project

Hagerstown, Maryland, United States
July 21, 2016

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Joseph J Tutko

***** ******** *******, **********, ** 21742

240-***-**** Linked-In Profile


Experienced, successful and results driven manager of programs, project teams, engineering organizations, manufacturing operations and continuous improvement initiatives. Currently leveraging my extensive work experiences and business and technical education to achieve sustainable breakthrough level business performance improvements. Six Sigma Lean practitioner and Master Black Belt with previous Department of Defense Secret, Department of Energy L, and US Postal Service Public Trust security clearances.

Business Transformation and Continuous Improvement Assignments

Value Stream Improvement Manager

SP Scientific Division of SP Industries, Warminster, PA

February 2016 – May 2016

Responsible for safety, quality, cost, and delivery performance for the manufacturing of new and refurbishment of customer owned Hull brand commercial freeze dryers used primarily by the pharmaceutical industry

Implemented LEAN methodologies (i.e. process redesign, 5S, Kaizen events, information systems) to accelerate order velocity, increase capacity and reduce costs

Installed production scheduling and control system and tools to align capacity and demand and identify bottlenecks and other constraints

Developed and implemented a system and tool set to monitor and control customer order build progress on products that can take up to a year to assemble, test, qualify, deliver and install.

Continuous Improvement Manager

Kraft Heinz Company, Beverage Division, Winchester, VA

January 2015 – August 2015

Identified and eliminated waste utilizing LEAN Six Sigma methods and tools

Provided training, mentoring and coaching to plant team members.

Deployed Kraft’s Integrated Lean Six Sigma program

Delivered projects that yielded sustainable gains in productivity and year-over-year cost savings of $4.8 million

Continuous Improvement Consultant

M9 Solutions, Atlanta, GA

November 2013 – January 2015

Contract assignment with Accenture Federal Services at the US Postal Service Headquarters in Washington, DC

Assigned as a Six Sigma Master Black in the Continuous Improvement Program Office with responsibility for deploying 6 Sigma methods, tools and training

Coached new Green and Black Belts through successful completion of their certification projects that delivered $18 million in sustainable annual savings

Also provided coaching to experienced Black and Green belts on IT projects that included software development, introducing Agile & Scrum methodologies, consolidating data bases, developing data warehouses, server farm spare parts inventory and the rationalization of software application installation instances and licensing

Developed the strategic planning process and delivered strategy development training to operations and IT departments

Led the Information Technology strategic planning process workshop for FY 2015

Developed an active project portfolio valued at over $30 million in annual savings

Interim Senior Segment Commodity Manager

Oshkosh Corporation, Hagerstown, MD

April 2012 – July 2013

Developed, implemented and managed a common cross business unit commercial chassis procurement process that integrated and managed $45 million worth of chassis purchases

Secured $1.3 million in supplier rebates and reduced chassis inventory working capital by $2 million

Implemented process improvements that resulted in reduced order-delivery cycle time while improving on-time delivery performance from 65% to 99%

Senior Engineer and Project Management Principal in the Program Office of

Bechtel Marine Propulsion Corporation at the Knolls Atomic Power Laboratory, Niskayuna, NY

September 2010 – April 2012

Developed the project portfolio and secured funding for ongoing operations and site improvement projects at a joint US DOD and DOE prototype testing and crew training site

Improved project management capability by creating and delivering training to team members on the Project Management Institute’s PMBOK Guide methodologies

Implemented Microsoft’s Project Server project and portfolio planning and management tool

Developed a SharePoint based learning center

Led the long range planning process and published the program’s long range plan which received recognition from senior DOD staff members

New Product Start-Up Manager

Oxford Superconducting Technology, Carteret, NJ and ABB, Florence, SC

October 2009 - February 2010

Installed and launched a new “superconducting” specialized wire product line for the emerging technology ITER fusion reactor

Secured critical material supply agreements, installed and qualified tooling, and hired and trained the production staff.

Delivered the first wire shipment on-time and successfully turned-over ongoing operations to the plant management staff.

Interim Operations Manager

ABB Medium Voltage Service, Florence, SC

August 2008 - February 2010

Managed the manufacturing of new and servicing of used circuit breakers used in power generation, oil refining, chemical manufacturing and health care manufacturing plants.

Also managed the assembly, test, machining, plating, shipping and receiving departments, the inventory warehouse, and maintaining the physical plant.

Implemented improvements in shop work flows, material supply, inventory controls, and also installed SAP ERP and MRP systems

Rebalanced and realigned the workforce

Outsourced plating and painting operations that were not part of the organizations core competencies

Staff Roles

Project Planning and Controls Manager

Volvo Trucks, Powertrain Division, Hagerstown, MD

December 2006 - August 2008

Created and managed the engine and transmission new product development portfolio

Implemented a suite of common planning, budgeting, and management processes and tools that integrated product development teams located in the US, Sweden, France, Brazil and Japan that included Microsoft’s Project Server

Standardized project management practices based on the Project Management Institute’s PMBOK Guide

Managed the engineering and project budgeting processes.

Director of Global Operations

Cummins, Inc., Columbus, IN

December 1989 - October 2006

Developed and managed operations excellence at a global network of seven manufacturing plants and associated material supply chains located in the Americas, Europe and Asia that generated $7 billion in annual sales of mobile and stationary power solutions.

Managed new product development cross functional project teams whose products achieved and sustained $5 billion in global sales.

Achieved product quality, delivery and cost improvement targets, resolved in-service product issues and managing projects aimed at improving service levels that earned quality and service awards from Chrysler, Ford and other Tier 1 customers

Project team leader for the start-up of the Xi’an Cummins Engine Company, a China based engine manufacturing joint venture with the Shaanxi Automotive Group

Product development engineering manager, technical advisor and materials global sourcing project team lead. Sourcing projects delivered $15 million in annual cost savings

Management champion responsible for the quality improvement process and tool set development & deployment (i.e. 6 Sigma, ISO/QS 9000, APQP and product change management). Improvements were recognized by Daimler-Chrysler, Ford and other key customers for achieving breakthrough level improvements and achieving best in class quality. Efforts reduced product warranty costs from 6% to less than 1% of sales

Implemented an Oracle based lean MRP and inventory management system that reduced working capital by $20 million while improving the on-time order delivery rate to >99%

Developed business intelligence data mining tools that identified high yield cost reductions and customer focused quality and delivery improvement projects.

Member of the engine business unit strategy development team.

Employed methods such as Porter’s Five Forces, SWOT, geopolitical & macroeconomic risk analysis to optimize and align strategy that created synergies across global business units

Led the Sarbanes-Oxley 404 corporate compliance team

Sales team member that secured & sustained new business with several large Tier 1 automotive and industrial equipment OEMs.

Also held prior roles as Program, Project and Engineering Manager

Lead Engineer

Mack Trucks, Powertrain Division, Hagerstown, MD

1985 - 1989

Developed electronic engine and emissions controls systems and advanced combustion systems designs.

Managed emissions testing and compliance assurance.

Product Development Engineer

General Motors, AC Division, Flint, MI

1983 - 1985

Developed advanced emissions control systems.


MBA & MS Management - Krannert School of Management 3.7 GPA

Purdue University, West Lafayette, IN

Curriculum included a semester of study in Europe at Tilburg University, The Netherlands and at ESCP-EAP in Paris, France.

Bachelor of Science - Mechanical Engineering 3.7 GPA

Penn State University, State College, PA

Curriculum included two semesters of co-op experience as a project engineer with Pennsylvania Power & Light as a project engineer during the construction and commissioning of the nuclear fueled Susquehanna Steam Electric Station.

Professional Training & Association Memberships

Six Sigma – Black Belt, Cummins, Inc.

The Project Management Institute – Member and practitioner

Society of Automotive Engineers (SAE) – Member, co-authored and presented a technical paper on alternate fuels at the 1982 SAE Exposition (see SAE Paper# 840073)

7 Habits of Highly Effective People – Trained by Stephen Covey

Community Service

The Longmeadow Volunteer Fire Company, Hagerstown, MD – Previously was a Board of Director’s member, treasurer and active firefighter (28 years of cumulative service)

Columbus Parks and Recreation, Columbus, IN – Youth Soccer League Board of Director’s member and team coach (8 years of service)

Bartholomew County (Indiana) Sheriff’s Department – Reserve Deputy Sheriff (10 years of service)

Also volunteered services in several community initiatives including including those that assisted in-need families

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