Manager Management

Rand W. Wingard

************@*****.***

*** ******* ***** **********, ********* 37073 Cell: 615-***-****

Successful History of Delivering Productivity and Profitability Improvements

Expertise in Plant Management, Cost Controls and Strategic Business Planning

Innovative and goal-oriented professional

Considered To be the “Go To Guy.” Recognized for Unique Combination of Operational and Business Experience

Key role in streamlining efficiency: astute at recognizing areas needing improvement, with the vision to develop and implement necessary changes.

Areas of Expertise

ISO 14001 Policies / Procedure Development

TS16949 Management Strategic Planning & Initiatives

Productivity Improvement Vendor Negotiations

Maintenance Program Set-up 9 Expense Control

Strategic Planning & Initiatives 10 Technical Troubleshooting

Career Progression

ABC Tech Gallatin TN 2011 to Present

(Manufacturer of blow molded plastic parts for Nissan, Ford, GM, Honda, Volvo with revenues of $30 million supported by 225 associates).

Production/Manufacturing Manager

Positioned to administer entire scope of $30 million Blow Molding and assembly operations including manufacturing line processes currently 89% OEE; Less than 3% scrap per period accountable for improving department safety, reducing operating cost. Directly responsible for training and the development of 12 management staff and indirectly responsible for 150 production floor staff. Oversee safety and OSHA compliance, Accumulate and analyze department performance data.

Representative Achievements:

Increased OEE to 89% or better per period from 80%

Reduced scrap to under 3% per period

Reduced inventory from 15 days to 5 days

Reduced mold changes from 60 minutes to 25 minutes

Electrolux Springfield, Tennessee 2009 to 11/2011

[Manufacturer of ranges for Kenmore, Bosch, Frigidaire and GE with annual revenues of $100 million supported by 2500 associates]

PRESS OPERATIONS/Manufacturing Manager

Positioned to administer entire scope of $100 million stamping and assembly operations including manufacturing line processes; ultimately accountable for improving department efficiency, reducing operating cost. Directly responsible for training and the development of 5 management staff and indirectly responsible for 400 production floor staff. Oversee safety and OSHA compliance, develop/introduce new technologies Accumulate and analyze department performance data.

Representative Achievements:

Successfully have decreased inventory and have gone to a JIT system resulting in cost savings of

Over $300 thousand dollars thus far

Successfully increased the OEE by 18% which has resulted in the reduction of 3rd shift Associates

Southtec Lebanon, Tennessee 2006 to 2009

[Tier 1 and tier 2 manufacturer and supplier to Nissan Motors, Ford, General Motors, and HONDA with annual revenues of $160 million supported by 325 associates]

Plant Operations/Superintendent

Positioned to administer entire scope of $160 million stamping and assembly operations including manufacturing line processes; ultimately accountable for improving department efficiency. Directly responsible for training/development of 9 management staff and indirectly responsible for 150 production floor staff. Oversee safety and OSHA compliance.

Monitor production and adjust accordingly to manpower and inventory vs. production requirements; accumulate and analyze department performance data.

Representative Achievements:

Improved stamping efficiency from 60% to high 80's

Successfully have decreased the die change times from 45 minutes to 25 minutes.

Successfully have installed and have new weld line running at rate in less than 3 months

ThyssenKrupp Fabco Springfield, Tennessee 2005 to 2006

[Tier 1 and tier 2 manufacturer and supplier to Nissan Motors with annual revenues of $87 million supported by 300 associates]

Plant Operations/Manufacturing Manager

Positioned to administer entire scope of $85 million stamping and assembly operations including manufacturing line processes; ultimately accountable for improving department efficiency, reducing operating cost. Directly responsible for training and the development of 9 management staff and indirectly responsible for 230 production floor staff. Oversee safety and OSHA compliance, develop/introduce new technologies, and approve requests for various purchases.

Monitor production and adjust accordingly to manpower and inventory vs. production requirements; accumulate and analyze department performance data.

Representative Achievements:

Improved OEE (overall equipment efficiency) from 56% to 81% and lowered 6-day work week to 5 days resulting in labor cost reduction.

Successfully increased inventory from 1.5 days to 3 days resulting fewer die changes and assembly cell change over’s;

Kawasaki Tennessee Inc. - Morristown, Tennessee 2003 - 2005

[Tier 1 and tier 2 manufacturer and supplier to Toyota Motor with annual revenues of $15 million supported by 40 associates]

General Manager

Positioned to administer entire scope of $15 million die cast and machining operations budget generation and controls, manufacturing line processes. Monitor production and adjust accordingly to manpower and inventory vs. production requirements; accumulate and analyze department performance data, ensure availability of requisite supplies, and develop business strategies.

Representative Achievements:

1 Successfully completed the current Kawasaki building

2 Successfully installed 6 die cast machines and 7 machining centers.

3 Successfully hired and trained 4 team-leaders 1 maintenance tech and 1 die tech

Their training period being 5 months.

4 Implemented production tracking measurable: Safety, Quality, OEE, Availability,

Scrap, Downtime by part, Downtime by machine and overtime.

5 Recognized the need for TS-16949 quality management system and implemented:

6 Recognized for saving the company over $120,000 by eliminating 3rd party

Contractors for Phase 2 equipment installation.

Jefferson Industries Inc. – West Jefferson, Ohio 1998 – 2003

[Tier 1 parts manufacturer and supplier to Honda with annual revenues of $140 million supported by 500 associates spread across 3 plants in Ohio, Georgia, and Canada.]

Senior Stamping Manager

Positioned to administer entire scope of $60 million stamping department operations, business plan development, manufacturing line processes. Monitor production and adjust accordingly to manpower and inventory vs. production requirements; accumulate and analyze department performance data, ensure availability of supplies.

Representative Achievements:

Improved OEE (overall equipment efficiency) from 40% to 75% and lowered 6/7-day work weeks to 5 days resulting in $1.25 million labor cost reduction.

Successfully reduced inventory from 4.8 days to 3 days resulting in annual savings of $500,000;

Recognized for saving more than $650,000 by eliminating 3rd shift operation and implementing 2-shift schedule;

Average index points went from 60 to 6 resulting in reception of Honda Quality Award.

Led campaign to secure funds and win approval for purchase of 3000-ton press capable of enhancing production

Organized team of managers and led travel to Japan to address specifications for tooling

Development with parent companies; Implemented process known as “Operation Eagle” to improve tooling problems (dies) and increase production times;

Led development of “finger simulator” enabling rework and repair of “transfer fingers” resulting in downtime reduction from 37% to 8%, an annual cost savings of $175,000.

Was clearly visible in negotiations with Honda to secure 6 new parts for JIC.

Management Technologies Assigned to Ford Motor COMPANY – Detroit, Michigan

1995 to1998 [Major automobile manufacturer.]

Lead Trainer for the FTPM program.

Traveled to various plants throughout the Ford organization training floor workers and management on the benefits of FTPM.

Prior Industry Experience

Howell Industries – Masury, Ohio

Assistant Plant Manager (1993 – 1997)

Independent Consultant – Cleveland, Ohio

Owner/Consultant (1986 – 1993)

Clients included: ADS Ground Support, Akron Foundry, Greer Hydraulics,

And Cleveland Pneumatics

Education/Training

Columbia University – Columbia, Metairie, LA

Bachelor of Science – Business Administration, 1992

Akron University – Akron, Ohio

Mechanical Engineering (1972 – 1973)

Problem Solving/8D training

Thomas A. Little Consulting

Six Sigma Black Belt

Saddle Island Institute

Visual Management

305 Forrest Drive Greenbrier, Tennessee 37073 Home: 615-***-**** ************@*****.***

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