Injection Molding Manager
Resume:
DAVID FARRELL ARMSTRONG
CHARLOTTE, NC 28277
**********@*****.***
SUMMARY
An experienced Operations Manager candidate with 18 years management experience in various plastic manufacturing operations. A “hands-on” professional who can manage effectively through strong leadership, team building and hard work. Experienced in producing quality products in a high volume facility. Expertise in TS16949, Lean Enterprise and Six Sigma.
EMPLOYMENT HISTORY
Etimex- USA, Charlotte, NC 1/2015- 5/1/2016
Plant Manager
I am the plant manager of a facility with 130 employees. This plant supplies Automotive and Appliance customers. Our customers include from the automotive side, Ford, BMW and Volkswagen and from the appliance division, Bosch, Whirlpool and Electrolux. I am responsible for all production, maintenance, tooling, engineering, and materials departments. I have P&L responsibilities as well as leading the continuous improvement activities. I also oversee the lean events including SMED and Kaizen events.
Wilbert Plastic Services, Harrisburg, NC 2011- 1/2015
Operations Manager
I was responsible for all manufacturing aspects in the facility, including the assembly and paint departments as well as continuous improvement activities. I also had P&L responsibility with the maintenance, tooling and technical process groups reporting to me as well. Was challenged with reducing scrap from a double digit percentage to a single digit percentage. Also responsible for changing the culture and turning the facility into a profitable facility. While at Wilbert we succeeded in reducing scrap from 14% to 3%. We also cut our tool changeover times from an average time of 55 minutes to 25 minutes through a solid SMED program. We also turned around our overtime by reducing the work week from 7 days to 6 days a week, and eventually to a 5 day week. This was all done by implementing programs to decrease scrap, improve productivity and reducing downtime.
Magna Composites Corporation, Lenoir, NC 2007-2011
Formerly Meridian Automotive - 2009 Magna bought the plant.
Operations Manager
Responsible for all manufacturing, logistics and continuous improvement projects. I did have P& L responsibilities for facility under the Meridian operations. Executive champion for all continuous improvement, Kaizen, Six Sigma for 3 Meridian plants in North Carolina. Responsible for training all new supervisors during the reorganization and change initiative with Magna Corporation.
Managed 86 hourly and 28 salary employees in injection molding and compression molding operation that ran 24/7.
Responsible for 10 injection molding presses and 20 compression molding presses ranging from 350-2600 tons.
Fanuc and Ranger robots, CNC, and Vision Systems on our Husky Injection Molding machines. Experience with poke-yoke on all secondary equipment.
Led the SMED in the compression department which led to a 40% reduction in compression tool change over times.
Led Kaizen which resulted in reduction in manning of 4 of the compression cells and eliminated weekend work on the DLFT lines.
Led the decouple cell operation project and developed a Kan Ban system along with a Lean market to reduce mis-labeling issues, long line clearance times, wait times and downtime.
Developed and managed a scrap reduction team which reduced scrap from 4.5% to 1.8%. We maintained between 1.2% scrap and 1.8% scrap for the duration of Meridian ownership.
Led the SMED Kaizen for the injection molding department which resulted in an average tool change over time reduction from 1.5 hours to 25 minutes. This enabled us to go to a 4 day work week in the injection molding department.
Implemented SOP team to create visual WI’s cell process flow, quality issues/alert which resulted in the reduction of our customer PPMs from 80 PPMs to 20 PPMs including Ford and GM. This also attracted more customers and led to the award of $6 million dollar project from Trane for the entire Trane Tetra program.
Implemented weekly safety audits which aided in zero incidents and zero lost time accidents for 1 year.
Accuma Corporation, Statesville, NC 2005-2007
Operations Manager
Responsible for all manufacturing personnel and all manufacturing activities in the NC and NE plants. Extensive knowledge in the areas of efficiency, productivity and scrap reduction through Lean Manufacturing/Continuous Improvement/Six Sigma principles.
Managed 86 hourly and 26 salary employees in the NC facility while managing 48 hourly and 11 salary at the NE facility.
NC facility had 36 injection presses and the NE facility had 18 injection presses
Presses ranged from 500-3000 ton
Facility used 6 axis Fanuc robots, automatic welder vision systems on all poke yokes. Automatic (plastic) jar cutting robots and pick and place robots.
Implemented a risk assessment program to include assessments plant wide for both facilities including front offices.
Implemented daily and weekly safety audits to be conducted by cell leaders and reported out to plant staff weekly. This raised safety awareness and we went 21 months without a safety incident.
As a green belt I participated in a Six Sigma project along with a black belt which resulted in a $112,000 savings on the jar cutting operation in the NC facility.
Able to reduce manning by two employees per shift and eliminate 16 hours of production time per week.
With responsibility for both facilities I traveled weekly in between.
Consolidated Metco, Cashiers, NC 2003-2005
Molding Manager/Production Manager
Responsible for management of personnel to establish production and quality control standards. Developed budget and cost controls for the injection molding department. Plan and direct molding activities and establish molding priorities in keeping with effective operations and cost factors. Coordinate molding activities with procurement, maintenance and quality control activities to obtain optimum production and utilization of all resources.
Review and analyze molding, quality control, maintenance and operational reports to determine causes of non conformity with product specifications.
Responsible for 76 hourly employees and 16 salary employees.
Responsible for 12 horizontal injection molding machines and 6 vertical injection molding machines. Ranging from 350-2600 ton presses.
Led SMED event which cut tool change over times by 50% on the vertical presses and 70% on the horizontal presses.
Implemented and managed a complete quality overview of all paper work, documentation and procedure controls.
With all implementations and changes we were able to maintain a 40 hour work week with my duration at ConMet.
Implemented a MRA (Material Review Area) in the molding department that resulted in $800 to $1,000 monthly savings in scrap.
Devised and implemented a mold change board that has aided in our SMED procedures and has also acted as plant wide production information center.
Lear Corporation (Plant Closing), Lebanon, VA 2000-2003
Plant Superintendent
Production Supervisor
Managed shift of 250 employees including maintenance and mold set-up operations. Managed and counseled supervisors and introduced supervisors to the business unit indicators. Completion of green belt project which totaled a savings of $34,000 annually.
Helped supervisors design a time line for training.
Managed 62 hourly and 4 salary employees as a supervisor.
Managed 275 hourly and 14 salary including maintenance and die setter operations as the plant superintendent.
Managed operation of 12 injection molding presses and 6 assembly lines as supervisor.
Responsible for 56 injection presses, 16 assembly lines and 6 secondary operation cells as plant superintendent.
Successfully managed launch of Daimler Chrysler Mini Van Front and Rear door lines.
Monitored the scrap, overtime, efficiency and labor costs for departments.
Trained managers in OEE, 5S, 5 Why process and SMED.
Led Kaizen which created a universal vinyl blank for low compression molding which aided in part number and inventory reduction.
Coordinated line balance and compass projects, which resulted in higher production and less scrap. Enabled supervisors to adjust manning bases on customer demand each day for each shift.
Introduced a gravity rack to run molding operation in line with assembly operation to create smooth flow through process and save valuable space.
Textron Automotive Company, Athens, TN 1992-2000
Manufacturing Supervisor (1998-2000)
Quality Supervisor (1994-1998)
Quality Lab Coordinator (1992-1994)
Supervised injection molding, foam molding, dry cast and assembly line manufacturing department.
Supervised 58 hourly employees and 4 salary
Responsible for 26 injection machines, 14 foam molding machines, 8 dry cast machines and 2 assembly lines.
Led Kaizen and implemented a Surlyn wrap process which resulted in the elimination of very costly, labor intensive foam picking process. The elimination of the process resulted in the reduction of 6 people per shift for a total of 18 people which we placed in other jobs in operation and didn’t have to hire new employees.
Led a troubleshooting team to detect and eliminate scrap issues and the team reduced scrap by 12%
I created and implemented an annual check fixture certification procedure for QS9000 approval.
Mastered the PCDEMIS Measuring system which included writing and executing programs on the CMM to aid in PPAP approvals.
SPECIAL TRAINING:
TS 16949 Training: Lear Corporation Headquarter, Dearborn, MI.
Certified Six-Sigma Greenbelt: Lear Corporation Headquarter, Dearborn, MI.
Principles of Lean Manufacturing Lear Corporation Lebanon Div.
Quality/Production in Business Certificate, Cleveland State Community College.
Automotive Blueprint Reading: Engineering Group, Davidson Textron.
Lean Manufacturing Training: Jerry Down, Davidson Textron.
Kaizen Training, Kaizen Team, Davidson Textron.
Team Leadership Training: Don Barkman, A.E.Staley Corporation.
Statistical Process Control Total Quality Management: Glenn Coggins, A.E. Staley Corporation.
Technical Process Control: TPC Training Systems, Barrington, Illinois.
Basic Electronics: Cleveland State Community College.
EDUCATION
BS in Organizational Management – (Projected Graduation 2016)
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