ANDREI ANTON

** ********** **. ****** *****, Ontario

(905) 643 – 9916 acvwdm@r.postjobfree.com http://ca.linkedin.com/pub/andrei-anton/26/535/763

PROFILE:

A problem solving, decisive, and well organized senior manager whose passion and leadership have been key drivers of notable results in highly challenging projects. With over 15 years of progressive leadership experience, is results driven, able to strategically comprehend macro challenges and meet or exceed demanding expectations while having managers willing to follow well thought out, pragmatic tactics. Thriving under pressure and fluent in best business practices from the administration and production perspective, this self-managing innovative leader combines an exceptionally strong interest in the effective management of projects, an ability to readily adapt to change and communicate effectively at all levels, with a desire to assume responsibility and be held accountable for results while promoting a culture of performance management and continuous improvement.

SAMPLE OF KEY ACCOMPLISHMENTS:

1.Using value stream analysis spearheaded project that increased daily production more than 13 fold and reduced material handling cost to minimum.

2.New Product Launch Team - created an assembly line that produced 60% more product with 80% less employees than our competition. This launch was done in a six-month time frame.

3.Inventory of similar parts too high, resulting in excessive use of warehouse space. Linear assembly of product took too long to build product with excessive manpower. Reduced size of inventory by purchasing product in bulk and sub assembling it at point of use. Through redesigning assembly line set-up, modifying purchasing practices, and specific training of employees, saved the organization $450,000 per year.

4.Heavy tooling causing wrist injury to employees and reducing product throughput in the annealing furnace. Saved $262,000 in annual salaries, increased production by $2,160,000, and reduced on the job injuries by 85% by introducing effective, yet affordable, equipment alterations.

5.Excessive time and materials spent on prepping and assembling floors of product sections. Reduced cycle time by roughly 100 man-hours while decreased material cost by approximately $25,000 per project, and paid back initial investment in eight weeks.

6.Crew of qualified employees not meeting production goals. Through leadership focused on empowerment, turned low production crew into highest producers in the company outperforming other crews by more than 15%.

EMPLOYMENT HISTORY:

Business Unit Manager May 2015 – Present

Deco Automotive – A Division of Cosma International Group of Magna International Inc.

Magna supplier of automotive assemblies, stampings and chassis assemblies with a sales volume of $32.1 Billion in sales for 2015.

Assist and guide my team to generate line improvement initiatives for two 14 year old and two 9 year old weld lines that result in sustainability of run time and an increase in JPH by 15% while reducing overtime from 21 shifts per week to 17 shifts per line.

Foster a strict quality mandate reducing quality issues enabling us to minimize 3rd party inspection within a 10-month span resulting in a yearly savings of $6.4 million.

Sustain high employee moral by constant shop floor presence, listening to employees concerns and acting on them. Provide better work environment for employees by improving ergonomics and lighting in the work cells.

Initiated and chair S.O.T. workplace tours to identify and correct safety issues.

Site Operations Director – Manufacturing Group May 2013 – May 2015

G.M. Oshawa Assembly

Robinson Solutions

A Tier One Facilities Service and Maintenance Supplier to General Motors.

Successfully maintained a P&L of $24,000,000 and brought profit from 16.9% EBIT to 24.9% to maintain a facility of 18,000,000 square feet, encompassing Paint Shop, HVAC, roofing, electrical, plumbing, industrial cleaning staff, grounds landscaping and snow removal.

Coordinated and worked with customer engineering, production and maintenance to provide the most cost effective service solutions to the customer.

Led team of engineers, maintenance and service personnel to re-engineer equipment and process to reduce operating cost.

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Plant Manager Jan. 2012 – Jan. 2013

Buhler Industries, Vegreville, Alberta

An Agricultural Equipment manufacturer with a total sales volume of $300,000,000 year to date.

Responsible for a P&L of approximately $25,000,000

Coordinated and worked with corporate R&D engineering to create new product and process to produce the new product through the plant with the most cost effective process available.

Led team of engineers, production personnel, millwright, toolmaker and electrician to produce manufacturing equipment and re-design production process reducing cycle time from 35 minutes to 8 minutes.

Led team of employees to increase production output from $1 million per month to $1.8 million per month in six months followed by $2.2 million after eleven months with $2.2 million in shipped product per month.

Initialized and led team in re-design of current product to reduce cost of manufacture and increase production throughput resulting in 45% reduction of cost.

Led team of production, maintenance and tool room personnel to reduce waste in manufacturing process by redesigning or purchase of new weld fixtures to increase production output by 40%.

Operations Manager Jul. 2008 – Sept. 2011

Russel Metals, Port Robinson Division, Ontario

One of the largest metal distribution and processing companies in North America, it conducts its distribution business mainly in three segments; metals service centers; energy tubular products and steel distributors with a total sales volume of $712,000,000 for 2011.

Responsible for effectively developing and administering a P&L of approximately $65,000,000.

Successfully negotiated new collective agreement resulting in a cost saving of $270,000 per year in truck driver salaries and managed relationship with bargaining unit resulting in maximizing productivity and minimizing grievances.

Initiated personnel actions such as hiring, coaching, promotions, discipline and terminations. Conducted training, development and employee evaluation for salary staff to eliminate unnecessary payment of “arm chair money” for missed overtime opportunities. An approximate savings of $30,000 per year.

Chaired daily meetings with safety, quality, maintenance, purchasing, production, shipping / receiving, administration, warehouse personnel and sales to maintain constant customer satisfaction and on time delivery.

In charge with Health & Safety, Quality, KPI, P&L, VSM, ISO9001, Production, 5S, 5WHY, J.I.T., Lean Manufacturing, Root Cause Analysis, Cost Reduction and assure that the plant operates within corporate requirements and legislation boundaries.

Personally responsible for the reduction of WSIB cost and the return to work program that brought our light duty personnel from six to one employee on long term light duty generating a savings of approximately $240,000 per year in salaries.

Researched and purchased new tooling. Introduced new methods for production improvement resulting in approximately $100,000 savings per year for the division.

Plant Manager Jun. 2007 – Jun. 2008

M&I Air Systems Engineering, Mississauga, Ontario

A HVAC manufacturer producing air handling units with a sales volume of $30,000,000 in 2007.

Responsible for a production P&L of $8,000,000.

Responsible for four departments, 8 supervisors and 135 indirect reports on 2 shifts producing air handling units.

Introduced and incorporated 5S, Demand Flow/KanBan, Lean Manufacturing to the plant and maintained CWB and TSSA, and lifting device (such as overhead cranes) yearly certification.

Monitored and maintained budgets for multiple customer projects and plant consumables.

Chaired production and kick off meetings with sales, production, shipping / receiving, warehouse, quality and detailing departments to launch new projects. Reduced assembly times by 50% through effective sequencing of materials and production times.

Researched, purchased, and incorporated new tooling, new methods and production improvement plans reducing assembly times by an average of 20 man hours per section of product, saving $5,000 per section of product, and superior quality product. The method was unique in the industry.

Part of ISO registration team. Involved with training of supervisors and plant employees.

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Production Superintendent

Martinrea Kitchener Frame, Kitchener, Ontario (Production Superintendent) Sept 2001 – May 2007

A Tier 1 supplier of automotive stampings and chassis assemblies with a sales volume of $871,000,000 in 2006.

Worked with Stamping personnel to produce parts at 95% efficiency and attained uptime of 90%.

Contributing team member of new product tooling build, trials, improvement and launch. Part of a bench mark team for new product launch which met intended deadline and increased production by 50% and reduced manpower by 75%.

Worked with 150+ employees, 8 lead hands and 2 junior supervisors, producing motor vehicle frames in a weld assembly operation, using both robotic and manual welding.

Established methods that reduced cycle time and met work schedules and coordinated work activities with other units.

Interacted daily with quality, maintenance and tool room personnel to produce quality products conforming to QS 9000 ISO 14001 and TS16949 standards. Produced quality products that met demanding customer quality requirements and helped eliminate third party facility inspection resulting in savings of $275,000 per month.

Through leadership focused on empowerment, turned low production crew into highest producers in the company outperforming other crews by more than 15%.

In charge with Quality Improvements, 5S, 5 Why, Root Cause Analysis, Cost Reduction and On Time Production, TQM and Delivery of Product.

Supervisor (Section Leader) CASE Canada Corp. Aug. 1986 – May 1999

Case Canada Corp., Hamilton, Ontario

Developed excellent working knowledge with linear assembly, cell assembly, sub-assembly, welding, heat treat, sheet metal fabrication, machine shop, press shop and forging departments.

Utilized M.R.P. and C.M.S. systems to maintain an efficient warehouse and production line.

Worked with the engineering and quality departments to secure quality products and efficient work environments.

Participated with the introduction of J.I.T., Lean Manufacturing, and Demand Flow/Kanban programs.

Repositioned work cell and employees to increase production by 50%.

Active member of cost reduction team that saved $450,000 per year.

EDUCATION & TRAINING:

APICS-Principles of Material and Operations Management

Automotive Technology (Map-40 Program)

Mohawk College of Applied Arts and Technology, Hamilton, Ontario

WSIB Certified Joint Health and Safety Committee Member

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