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Manager Plant

Location:
Burlington, Ontario, Canada
Posted:
October 07, 2016

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Al Radzikoski

Burlington, ON Mobile: 905 *** ****

acwyfp@r.postjobfree.com https://ca.linkedin.com/in/alradzikoski

OPERATIONS/PLANT MANAGEMENT PROFESSIONAL

Certified Six Sigma Black Belt, operations professional known for meeting customer expectations while delivering strong financial results by leveraging operational excellence, strategic thinking and innovation. A hands on leader with solid qualifications in process improvement and cost savings initiatives. A natural communicator with expertise in forging solid relationships, promoting a management philosophy based on a strong team approach at all levels of the organization. A proven performer with a track record of achieving successful results built on key strengths of:

Strategic planning and implementation

Quality standards

Teamwork

Creative and innovative thinking

Development and continual learning

Decision making and judgement

Coaching and mentoring

Ethics and integrity

PROFESSIONAL EXPERIENCE

PowerBlades Industries Inc., Welland ON June 2014 Dec 2015

Plant Manager

•Provide leadership for developing and directing manufacturing and plant initiatives for production of MM92 45 metre wind turbine blades.

•Manage long term strategic plans and tactical implementation of production systems.

•Develop systems to evaluate, score, and implement manufacturing business system process improvements.

•Create and implement repeatable scoring metrics for all manufacturing and production operations.

•Consult with Quality Assurance staff and engineers on quality issues; evaluate the overall QA performance of the manufacturing unit.

•Manage manufacturing employees, line workers, and other staff; recommend optimal staffing levels and schedules.

Bombardier Aerospace, Toronto ON 2009 2014

Quality Transformation Manager (2012 2014)

•Lead change with respect to a more effective Quality strategy which ensured the product was built to standard.

•Introduced problem solving principles and mentored teams to identify all root cause sources and corrective actions, resulting in annual savings of $5.1 million over a 7 month period.

Operations Unit Manager (2010 2012)

•Lead team of managers in unionized environment to build the Q400 Series Airplane, with demonstrated cost savings

•Introduced lean manufacturing principles and mentored teams to identify all sources of waste and eliminate inefficiencies.

Change Agent (2009 2010)

•Implemented change in the workplace by creating a visual management system to improve employee engagement and reduce waste.

Niagara Machine Products, St. Catharines ON 2001 2009

Production Manager

•Managed all aspects of production in automotive manufacturing plant.

•Managed the consolidation of two manufacturing facilities into one building.

•Implemented continuous manufacturing operation, improving throughput by 15%.

•Reduced major scrap issue by 50% by combining Six Sigma MAIC methodology with cross functional team.

•Eliminated overhead by 12% by using lean manufacturing techniques and eliminating waste.

•Reduced machining scrap issue by 12.5% utilizing the ONE WAY ANOVA method.

OTHER EXPERIENCE

Production Manager – Genfast Manufacturing, Brantford ON

Production Manager – Gencorp Henniges Automotive, Welland ON

KEY ACHIEVEMENTS

63% reduction in cycle time, while achieving a per blade quality improvement above target, as a result of addressing production bottleneck and staffing strengths. Plant Manager PowerBlades Industries Inc.

Implemented a Quality Gate process and a Quality Containment process throughout the site, resulting in the reduction of 85 to 50% of repeat quality issues in the Preflight bay. Quality Transformation Manager Bombardier Aerospace

Reduced vendor, technical and workmanship non conformances in a 12 month period by 23.5% resulting in a savings of $1.78 million.

Quality Transformation Manager Bombardier Aerospace

Implemented visual management system to improve employee engagement and reduce 7 types of waste, resulting in the reduction of build hours in the Interiors work centre by 42%. Change Agent Bombardier Aerospace

Managed the consolidation of two non unionized plants into one building, within a 5 month timeline.

Reduced major scrap item from $30,000/month to $15,000/month using the Six Sigma MAIC methodology Production Manager – Niagara Machine Products

Revised labor schedule from 5 day to 7 day coverage, eliminating overtime premiums and outsourcing premiums during labor negotiations. Co Managed the near bankrupt manufacturing facility from a financial loss of $189,000 per month to a profit of $300,000 per month. This was accomplished during intense labor negotiations. Business Unit Manager – Genfast Manufacturing

EDUCATION & PROFESSIONAL DEVELOPMENT

•B.Sc., Commerce – Niagara University

•Chemical Engineering Technology – Niagara College of Applied Arts & Technology

•Six Sigma Black Belt Certified

•Lean Leadership Development Program

•Program Advisory Committee – Niagara College of Applied Arts & Technology

•Niagara Industrial Association member



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