JOHN A. DeSANZO

acxeq4@r.postjobfree.com

https://www.linkedin.com/in/jadesanzo

Cell: 412-***-****

Alt contact: 918-***-****

PROFESSIONAL SUMMARY

Over 25 years of operations, quality and maintenance management experience within union and non-union heavy manufacturing environments. Strong background in developing and implementing new operational, training and maintenance systems utilizing employee involvement techniques. Experience with facility start-ups and manufacturing process improvements. Implemented manufacturing excellence using Lean-Six Sigma concepts with appropriate KPI reporting and experienced in multi-plant operations. Operated Facilities within the various industries: Energy, Aerospace, Defense, Automotive, Power Generation, General Product services.

PROFESSIONAL EXPERIENCE

TMK IPSCO, Tubular Products Tulsa, Oklahoma

Plant Manager of Operations 2008 – 2016

Reported directly to the Director of Operations. Responsible for P&L Budget of the Division, approx. $270 Million in sales and is part of a $3.6 Billion Group. The Tulsa facility acts as a “service center” offering a broad range of value added product offerings within the OCTG market place both welded and seamless products.

Consistently performed under or on budget and exceeded overall financial performance to the Business plan.

Full Heat Treat process, Hydro-Test, Straightening, Non-Destructive Testing, Cold forming, Premium Threading and Finishing, Coating, Pack & Ship/Special Handling. Scheduled to Synchronous Manufacturing to order quantity – Customer pull signal.

Developed shop-floor performance metrics, Quality “First-Time-Pass” methods and Equipment reliability process. Lean Manufacturing concepts locking in gains with SOP’s and operator check lists, eliminated waste. Using elements of Lean-Six-Sigma methodology for process control and improvement.

Currently on Corporate Strategy team developing “Enterprise Excellence Model” for the North American Manufacturing sites. Developing “People---Process---Metrics” Change Management providing single focus. Implemented Visual Factory Hour-by-Hour charts at each work cell, also, incorporated 6S.

Responsible for developing Strategic and Tactical Capital plan for the facility.

Identify Key Performance Metrics that drive the success of the business. Safety, Quality, Cost, Delivery, and Training, return on Capital. Used OEE (Overall Equipment Effectiveness) for all processes.

Developed Supply Chain Constraint, TOC Model, and material buffer strategy to maximize material flow and on-time shipping performance.

Developing vendor-stocking and consignment programs, saving $6 million a year.

Responsible for maintaining ISO 9000 & API certifications.

Reduced Safety OSHA recordable rate by 7 points to a rate of “Zero” 0.0 for the year.

MILLENNIUM FORGE, Louisville, Kentucky

General Manager of operations 2004 – 2008

Report directly to Chief Executive Officer. Responsible for P&L budget of the Division, approx. $28 Million in sales and is part of a $90 Million Group. The Forge Division produces various forged steel products in several market segments.

Developed tactical and strategic initiative resulting in the company going from $7.8m in sales to $22m in sales with $1.9m in profit. (24 month period)

JOHN A. DESANZO PAGE TWO

Develop shop-floor performance metrics, Quality “First-Time-Pass” methods and Equipment reliability process. Lean Manufacturing concepts locking in gains with SOP’s and operator check lists, which eliminated waste. Reduced internal rejection rate from 4% to %.

Responsible for Technical Maintenance TPM activities, increased run-time to 70%.

Responsible for Capital projects $ 2.2m --- brought in on time and on budget.

Identify Key Performance Metrics that drive the success of the business. Safety, Quality, Cost, Delivery, and Training.

Exploit Company’s excellent Tool & Die Design to penetrate current and new customers.

Worked with Sales to evaluate & expand market segmentation, and performed margin review.

Developing supply chain relationships and establishing accurate product “pull signals” to enhance on-time delivery to 100 % and reduced inventory. All orders are “made to order” (MTO’s) no stock orders.

Developing vendor-stocking programs to reduce costs of input materials and supplies, pay as you go.

Responsible for maintaining ISO 9000 certification.

Working on second plant expansion and increasing capacity of the Division.

UNIVERSAL STAINLESS & ALLOY PRODUCTS, Bridgeville, Pennsylvania

General Manager of Operations 2003 - 2004

Report to Vice President of Operations. I was Responsible for P&L Budget of the Division, 87 Million in sales, 228 Employees, producing various alloy and stainless steel products. Facilities include: EAF Melting, AOD Refining, Electro-slag Re-melt, and complete Rolling and finishing capabilities.

Redesigned organizational structure.

Improved on-time performance from 52 % to 92%.

Rolled out new Production Planning system and policy.

Driving “First Time Pass” Quality methods.

Developed Key Performance Metrics.

Drive “equipment reliability” process with maintenance and operations.

Reviewed cycle times and reduced inventory.

TIMET, Titanium Metals Corporation, Toronto, OH 2000 – 2003

Operations Manager – Coil Products

Report to the Vice President of North American Operations. Part of a corporate team to enhance overall company performance. Assigned to Coil Products Division, responsible for reviewing overall department performance and identifying improvement opportunities.

Established world-class “visual workplace”.

Review quality (right the first time) metrics in compliance with ISO-9000, AS-9000.

Roll out of TOC (Theory of Constraints) improved on-time delivery to 90%.

Develop sales and operation focus S & OP.

Strategic and Tactical planning.

Review cycle – times, reducing inventories.

Drive “equipment reliability” process with operations, maintenance, and engineering.

Involved in roll out of Six-Sigma quality system methodology and executive training for the division.

Established High Performance Teams increasing throughput, decreasing cost.

Successfully managed a multi-million dollar budget.

JOHN A. DESANZO PAGE THREE

Operations Manager – Forged Products

Reported to Vice President of North American Operations. Assigned to Forge Products Division. Managed Forge Department, consisting of a 4000 Ton Open Die forge press. 6” GFM forge machine and associated processing equipment.

Improved draft and bite pass schedules.

Reduced inventory requirements with “material buffer” management system.

Improved equipment reliability.

Reviewed shop floor metrics and improved reporting system.

BRUSH WELLMAN, Elmore, Ohio 1996 - 1999

Operations Manager Alloy Strip Products

Responsible for department P&L, 80 employees producing alloy copper products and $25MM budget.

Formed high performance “lean manufacturing” design work groups.

Utilized Deming & Zusaki boards to simplify shop floor metrics. Lean Manufacturing concepts.

Reduced internal rejections 50%, improved yield 2% and utilization by 8%.

Staffed, trained and commissioned $100MM flat rolled products facility.

Served on Corporate Product Form Team reviewing business activities, sales, operational and strategic planning and new business and product opportunities.

Achieved QS-9000 certification as tier 1 automotive supplier.

KOPPEL STEEL COMPANY, Koppel, Pennsylvania 1991 - 1996

Manager Bar Products Division 1993 - 1996

Responsible for production of 200K tons of SBQ bar products with 152 employee and an operating budget of $13MM.

Achieved ISO 9000 certification and prepared for QS-9000.

Developed "Near Net Shape Product" capturing market share.

Improved on time delivered to 98%.

Increased yield by 6%.

Reduced operating costs 10% through quality improvement process.

Manager Maintenance Department-Steel Division 1992 - 1993

Responsible for all maintenance activities of a 500 acre facility with 68 employees and capital and maintenance budget of $30MM.

Reorganized department and implemented Total Productive Maintenance and zone maintenance concepts.

Instituted use of infrared analysis, oil spectrographic and vibration analysis increasing equipment utilization 10%.

Developed "out-sourcing" partners for repair and supply of critical space assemblies.

Installed gauge R&R in process control.

Manager Maintenance Tube Division 1991 - 1992

Responsible for start-up of 200K-ton high-speed seamless tube mill and finishing process.

Employed and trained 40 person maintenance staff.

Implemented preventative and predictive maintenance systems.

Installed tube-facing equipment.

JOHN A DESANZO Page Four

NUCOR STEEL, Crawfordsville, Indiana 1988 – 1991

Maintenance Supervisor

Responsible for installing, commissioning and maintaining equipment in World's First Compact-Strip-Caster facility.

Coordinated activities of all hydraulic and lubrication systems.

Developed cost effective approach of petroleum product storage.

Supervised employee training activities in Europe.

Helped identify vendor and supplier support for all plant activities.

BABCOCK & WILCOX - Steel Division, Beaver Falls, Pennsylvania 1983 - 1988

General Supervisor/Manager Trainee

Responsible for maintaining steel making equipment associated with new Bloom & Billet Caster.

Developed comprehensive preventative maintenance programs for melt-shop, rolling mills and finishing operations. Was a member of a design build team for new Steel making equipment.

Established training needs for new equipment.

BABCOCK & WILCOX- Fittings & Forging Division

General Supervisor-Maintenance Department

Maintained various equipment, from 150 ton to 1500 ton Progressive Closed & Open Die forging presses and associated equipment.

Involved in rebuilding and maintaining all forge press equipment.

Developed comprehensive PM program for Hydraulic presses.

Developed “critical” spare parts program and CMMS program .

Maintained associated equipment such as: various lathes, drilling machines, grinding machines, sizing presses, EDM machines, etc…

BABCOCK & WILCOX-Tubular Products Group, Beaver Falls, Pennsylvania

Mechanical Department Supervisor

Responsible for supervision of hydraulic, and lubrication systems, and machine mechanics and controls, in troubleshooting and correction of malfunctions. Also, responsible for apprenticeship training for the division.

EDUCATION

B.S. Degree, Business Management /HRM/ Credits towards M.B.S.Leadership, Geneva College, Beaver Falls, PA.

A.S Degree, Industrial Management CCBC Monaca PA.

SELECTED PROFESSIONAL DEVELOPMENT

Seven Habits of Highly Effective People Changing Role of Management

TQM-Implementation Theory of Constraints

Skills for Empowered Workforce Six Sigma Executive Training - GE Turbines

High Performance Team Building Melting, Casting and Rolling Mill Technology

Lean manufacturing concepts Certified Trainer (DDI International)

White Paper

"How to Implement a TQM program." (A case study)

Contact this candidate