DAVID W. MIKA

* ******** **** ********, ** *****

603-***-**** acvzbq@r.postjobfree.com

OBJECTIVE: Seeking a challenging and highly visible position in Operation Management.

EMPLOYMENT HISTORY

Fenn LLC, E.Berlin, CT (5/2015 to 5/2016)

Director of Operation

Responsible for all shop operations-assembly, machining, shipping/receiving, inventory and spare parts section of the business. Also responsible for safety, quality, master scheduling and purchasing.

Accomplishments:

Developed and implemented an OSHA approved safety program. (Chaired the safety committee program)

Developed and implemented a Quality management System to support ISO 9001:2008. Managed all quality issues

Developed, implemented a scheduling program. ( since I started we have 100% on-time delivery shipping to our customers)

Managed the Spare section of our business for all lines. (This is 1/3 of the business revenue)

Mid-State-Berkshire Machining Manufacturer, Winslow, ME (2007 – 2014)

Engineering/Production Control Manager

Responsible for all of Engineering and Management of New Product Introduction, Document Control and Logistics. This included CNC Programming, Manufacturing Engineering, Design Engineering, Tooling Engineering, Tool & Fixture Department, Cutter Grinding Department, Tool Pre-set and Tool Crib. Also responsible for Program Management, Master Scheduling, Shipping, Receiving and Set-up reduction program.

Accomplishments:

Repeat CNC programs to shop floor from 35% to 98%

New CNC programs to shop floor from 15% to 95%

Quotes to customer from 40% to 94%

On time delivery from 45% to 97%

Reduced total set-up hours from 17% to 9%

Implemented 6S in factory

Managed Lean projects and implementation

Mid-State-Berkshire Machining Manufacturer, Westfield, MA

Special Assignment: New President asked me to help implement structure and help generate positive financial results quickly.

Developed and implemented structure in Shipping/Receiving area

Increased payment terms to vendors from 45 days to 75 days

Improved scheduling and on-time delivery

Knappe & Koester, Inc. Keene, NH (2005 – 2007)

Operations Manager

Responsible for all manufacturing, planning, scheduling and purchasing functions required to support an $18 million operation. Lead team focus groups establishing operational goals, improving on-time delivery, quality, reducing manufacturing costs, reducing scrap and implementing a prototype program.

Accomplishments:

Reduced direct labor employees by 19% resulting in labor savings of $657K and increased

monthly shipment dollars by 14%.

Developed, implemented and maintained performance and productivity metrics.

Increased on-time shipments from 45% to 72%. Past due not more than 8 days.

Developed Sales and Operation team in conjunction with a rolling 3 month forecast.

Formulated both short and long-term goals with action plans to meet changes in the business.

Initiated implementing a Cycle Count program.

Reduced Customer Returns by 50%.

Reduced freight cost by 41%.

Reduced scrap by 60%.

Sigarms, Inc. Exeter, NH (2004 – 2005)

Director of Manufacturing

Responsible for all manufacturing functions required to support a $48 million operation. Lead team focus groups establishing operational goals, improving on-time delivery, quality and reducing manufacturing costs. Lead operations focusing on customer delivery, scrap reduction, through-put and BATF compliance. Developed yearly manufacturing budget to meet profitability and operational objectives.

Accomplishments:

Reduced direct labor employees resulting in labor savings of $722K; tripled the output on 10 employees.

Developed, implemented and maintained performance and productivity metrics.

Reduced manufacturing lead-time by 49%.

Exceeded shipping goals 7 out of 10 months.

Developed Sales and Operation team in conjunction with a rolling 3 month forecast.

Formulated both short and long-term goals with action plans to meet changes in the business.

Reduced scrap by 45% in first year.

Initiated implementation of a Cycle Count program.

Savage Arms, Inc., Westfield, Ma (1999 –2004)

Director of Manufacturing

Responsible for managing two manufacturing locations and all manufacturing functions required to support production for a $45 million dollar operation. Provided strategic planning efforts for the plants. Established and prioritized operational goals utilizing available resources to complete those goals. Maintained constant focus on customer satisfaction directed all activities to manufacture and deliver product on time, to specification, meeting customer needs. Maintained a well-trained workforce focused on continuous improvement and capable of delivering on the goals of the organization. Directly responsible for initiating and implementing a number of employee recognition programs. Implemented Lean Manufacturing, Cellular and Flow Manufacturing.

Accomplishments:

Responsible for the leadership that resulted in labor savings of $396K and $496K purchase cost saving during 2003.

Implemented Visual Factory Management.

Spearheaded team responsible for implementing a company-wide fully integrated ERP computer system.

Reduced manufacturing lead-time by 67%.

Reduced total cost of manufacturing by 4%, increasing output by 3%.

Reduced WIP from $13M to $5M in two years.

Received Mass-Grant of $100K for training.

Implemented CNC training program.

Implemented employee cross-training program

Successfully completed 3 year contract International Association of Machinists and Aerospace.

Workers, AFL-CIO; maintain a cooperative and supportive working relationship with the union.

Facilitated Quality teams which reduced cost by 8%.

Completed 2003 with no “past dues” to customer, first time company history.

Aavid Thermal Technologies, Laconia, NH (1995 - 1999)

Industrial Engineering Manager

Managed three Industrial Engineers, CIM Supervisor and the Document Control group. Responsible for the implementation of a computerized standards system using MOST-AUTO/MOST (Maynard). Maintained control and updates of all product drawings and MOST rates. Designed, assisted, coordinated and optimized efficiency through the reconfiguration of a $60M plant from functional manufacturing to work cell/cellular manufacturing. Managed all traditional industrial engineering functions. Team player with management in efforts to improve efficiency, reduce labor and instill a higher level of discipline and organization aimed at improving Aavid’s profitability.

Accomplishments:

Reduced manufacturing square footage by 9,600 square feet.

Increased throughput 30%.

Managed Employee Suggestion Program that resulted in $950K in savings.

Watts Regulator, Webster Valve Division, Franklin, NH (1994 – 1995)

Project Manager

Responsible for implementing the transfer of five product lines from a sister plant, located in Oklahoma City, to the main plant in Franklin, NH. Transfer included all machines, assembly benches, tools, valve technology and written documentation for all manufacturing and assembly processes.

Accomplishments:

Cost savings in tooling, direct/indirect labor and throughput of 18%.

Transfer of valve technology in a joint venture in China in 1994

Watts Regulator, Regtrol Division, Spindale, NC (1991 - 1994)

Plant Manager

Responsible for managing all functions, directly or indirectly, to support production of a $70M operation. Identify and implement justified technology, equipment, system, and process improvements to maximize return on investment of plant, equipment, raw material, and process inventory. Ensured a well-trained workforce capable of delivering on the goals of the business.

Accomplishments:

Reduced 95% of secondary operations.

Reduced 10,000 hours of direct labor each year

Directly responsible for writing and implementing manufacturing processes and procedures.

Achieved ISO 9001 within 9 months.

Cost savings of $2.1M within 1.5 years.

Watts Regulator, Webster Valve Division, Franklin, NH (1990 - 1991)

Industrial Engineering Manager

Managed five industrial engineering technicians and one manufacturing engineer. Responsible for developing and maintaining manufacturing and assembly process routings. Recommended and followed through on cost reduction projects, layouts and method improvements. Responsible for special projects as assigned or as directed. Facilitated management decision-making, established and maintained set-up charts in all machining areas. Responsible for costing pilot run projects.

New Hampshire Ball Bearing, Hi-Tech, Peterborough,

Manufacturing Engineering Supervisor

Supervised three manufacturing engineers, two process engineer technicians, one cost estimator, one engineering aide, one project coordinator, two CNC programmers and two data entry clerks. Responsible for developing, maintaining and ensuring accurate shop routings and dimension sheets for manufacturing and assembly processes. Developed and managed engineering standards through the Univation System.

New Hampshire Ball Bearing, Astro Division, Laconia, NH

Industrial Engineering Supervisor

Supervised one industrial engineer and two data entry clerks. Responsible for the full implementation of a computerized shop routing system, process sheets and time standards system. Responsible for all capital equipment and cost reduction projects.

Smith & Wesson, Springfield, MA

Industrial Engineer/Method Analyst

Responsible for developing engineered standards and methods utilizing the Univation System. Worked in machine shop as an operator/setup for two years.

EDUCATION

B.S.M.E.T. University of New Hampshire, Durham, NH

A.S.M.E. Springfield Technical College, Springfield, MA.

Certified Analyst, Univel and Unicomp, work measure/time studies

Dale Carnegie Management Seminar

Conway Quality Seminar

S.P.C. Course

Interact Course, Interpersonal Problem Solving Seminar

Maynard, Basic MOST, MOST Computer System

Improve Quality & Productivity with Simulation

Master Planning Seminar

ERP Workshop

MRP Training

Leading Change

Agile Manufacturing Seminar

Visual Factory Management Seminar

APICS: Basics of Supply Chain Management; Master Planning of Resources; Detail Scheduling and Planning; Execution and Control of Operations; Strategic Management of Resources

COMMUNITY INVOLVEMENT

Selectman for the town of Belmont, NH; member of the Planning Board, Finance Committee and Beach Committee for Belmont, NH; Little League Coach, Finance Committee for St. Joseph's Parish.

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