Manager Engineer

**** ******** **** *.

Hopewell, Ohio *****

Home 740-***-****

Cell 740-***-****

Paul A. Swingle

Objective/Strengths:

To obtain a management position where I can use my skills and experience to contribute to the growth and success of the company. Strong Lean Manufacturing background. Experience with Six Sigma, 5S, Visual Factory, Kaizen, Poka yoke, TPM, and Root Cause Analysis.

Experience:

Owens-Illinois, Inc.

Plant Engineer

2015 – 2016

Responsible for leading and directing subordinate salary and hourly personnel engaged in all phases of the plant engineering function (General Maintenance, Cold & Hot End Mechanization, and Batch & Furnace Department) including purchasing, installation, repair, upgrades, and maintenance of all plant systems, equipment, grounds and facilities.

Direct reports included, Assistant Plant Engineer, Batch & Furnace Manager, two Maintenance Managers, and a Combustion Engineer. Indirect reports included four Shift Electricians, two Plant Electricians and 55 Maintenance Mechanics in a 24/7 operation.

Reduced downtime 18% by implementation of the OIPM program, as well as, assigning maintenance mechanics their individual lines/areas to ensure accountability and promote ownership.

Successful completion of several projects including, Keyence Vision System, Laser coders, Cullet pad, FP bypass on A1 Line, Elbow replacement on A1 & A2 cooling wind lines, replacement of #3 and #4 I. R. Centac Compressors, reconditioning of motors & starters, water system improvement project, etc.

Implemented monthly safety meetings with staff and mechanics.

Rubex, Inc. / Edge Adhesives

Plant Manager

2008 – 2014

Managed all aspects of the company including manufacturing, shipping, purchasing, maintenance, quality, scrap, etc.

Responsible for human resource functions such as hiring, terminating, verbal reviews, annual performance appraisals and payroll on both Paycom and TriNet systems.

Developed disciplinary action and attendance policies, as well as, created a cross training matrix for all personnel in order to reduce quality issues and to maintain efficiency/productivity levels when covering vacations, sick leaves, etc.

By expanding supplier base, was able to negotiate reductions in raw material pricing resulting in cost savings of over $2,000,000.

Reduced labor by 10% via job realignment, eliminating redundancy across departments and implementing new employee policies.

Increased production efficiency by 12% by establishing production goals. Efficiency gains also reduced scrap by 10%.

Implemented additional cost saving measures increasing profit margin by 15%.

Responsible for maintaining existing machinery/equipment, as well as, upgrades, additional machinery purchases, placement, and installation.

ISO 9001:2008 certified.

Iforce Staffing / Sunfield, Inc.

Production Manager

2007 – 2008

Managed 2nd shift operations of metal stamping and welding facility including two section leaders, four team leaders and entire production staff.

Responsible for the manufacturing of Back Plates, Chassis & Suspension Components, Seat Brackets, etc.

Used root cause analysis to increase SPMs (strokes per minute) resulting in higher hourly output per press.

Utilized historic downtime/production loss data to generate a cost analysis, justifying the purchase of a new progressive die.

Tier I supplier to Honda and Toyota. ISO 9001:2008 certified.

Lear Corporation

Lead Manufacturing Supervisor/Production Superintendent

2001 – 2005

Directed/managed entire 2nd shift operation both hourly and salaried (four supervisors, engineering, approximately 350 employees).

Increased production efficiency/productivity from 72% to 98%.

No reported quality rejections or concerns from customers.

Reduced annual scrap costs from 5% to 1%.

Tier I supplier to GM, Ford, Chrysler and Honda.

ISO/TS16949 certified.

U.T.A. / Lear Corporation

Production Supervisor

1989 – 2001

United Technologies

Automotive

Journeyman Set-up

1986 – 1989

United Technologies Automotive

Assembler

1983 – 1986

Successfully launched a wire cutting and assembly department including machine selection, product line transfers, production line and machine placements, establishing production goals, quality checks implementation, as well as, training set-up men and production employees.

Increased production efficiency from 60% to 90%.

Reduced annual scrap costs by 15%.

Reduced daily work in process inventory by 30%.

Developed downtime tracking system.

Reduced quality returns by 20%.

ISO 9000/QS-9000 implementation.

Responsible for the set-up and operation of wire cutting and termination machines.

Cut and terminated wire circuits used to assemble wire harness assemblies for Ford Motor Company.

Developed a process to increase production volume by reducing set-up time and staging materials in advance.

Performed hourly quality inspections, including length variance checks, pull tests, wire gauge checks, and overall visual inspection of each product.

Assembled wire harnesses on a rotary-style production line.

Dairy Queen

Owner / Operator

1999 – 2006

Directed/managed all aspects of the business including materials, work force, finances, etc.

Education:

Zane State

1996 - 1999

Associate of Applied Business Degree.

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