Manager Manufacturing

ERIC ALAN BOND

*** ********** *****

East Amherst, New York 14051

Cell: 716-***-****

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

Enthusiastic and seasoned Operations and Engineering change leader seeking new opportunity to apply 6σ, Lean, leadership, and team building expertise for a growing business interested in achieving new levels of success. Uncommon blend of technical knowledge and manufacturing skill will enable me to make a unique business building contribution in the field of manufacturing leadership

Leadership Creative Thinking Listening

Kaizen (Continuous Improvement) Conflict Management Technical Knowledge

Constraint Management Six Sigma Lean

Change Management Team Building Adaptability

PROFESSIONAL EXPERIENCE

Switzer Manufacturing (Photo Chemical Machining) Buffalo, NY 12/2015– 2/3/2017

Director of Operations

Leading a cultural transformation at a niche technology manufacturer of precision metal components and assemblies.

Responsible for 2 Factories, 50 employees, with multiple shifts.

Planning, Logistics, Purchasing, Engineering, Maintenance, Production, and Business Development

Increased OTD from 25% to 90%, and late backlog from $200k to $1k, in five months by managing resources, load leveling, and breaking constraints.

Introduced new Purchasing techniques such as cost recovery system, Kanban inventory control, and supplier development

Established baseline for manufacturing metrics (KPI’s) and systems to allow for long term success.

Willing and able to contribute at both a hands on level and the highest strategic level and wear many hats.

Hired entire staff of operations professionals and retained and trained the direct labor staff.

Brunner International (Automotive Components) Medina, NY 2/2014– 12/2015

Axle Division Manager

Leading the manufacturing team for a fast growing, multiple plant tier II supplier of heavy truck axles.

Responsible for 2 Factories, 4 shift, highly automated Operation with 75 direct manufacturing reports and 20 maintenance and engineering reports.

Instrumental in new Plant layout and planning to allow for flawless launch of second Operation due to growth.

Primary responsibility of short term planning and purchasing as well as long term strategic guidance for ERP System implementation.

27% improvement in hours per piece in less than 12 months on the job by focusing on constraint management.

Customer quality improvement from 990 PPM to 144PPM by improving employee behavior and accountability.

Implemented Lean / 6 Sigma tools.

Amesbury – Schlegel (Plastics, Urethanes, and Textiles) Rochester, NY 8/2012– 2/2014

Operations Manager

Leading a cultural transformation from status quo to a Lean-Continuous Improvement Enterprise. Implementing Lean, Six Sigma into a traditional manufacturer securing its North American location.

Responsible for 3 shift, 385,000 square foot, 180 person and $50 Million unionized facility.

Developed Policy Deployment for organization to develop standardized approach to performance measurement and project accountability.

Increased Sales by 10% in a slow economy through new product development and customer service.

Developed proactive Safety culture by focusing on behaviors of employees and LOTO.

Leadership team for 11 Amesbury sites in 2 countries for Safety culture development.

Implemented Lean tools such as visual management and Gemba / Sunrise discussions.

Developed Sourcing alternatives and performance tracking tools for Purchasing Department.

Developed Planning Department to become forward focused and reduce customer amendments caused by material shortages achieving 20 percentage point improvement to 98.7%.

Reduced Scrap by 10%, $288k by improving raw material quality and SPC techniques.

Improved labor efficiency by addressing long-standing poor work practices.

Leader of union contract negotiation team.

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Curtis Screw (Tier I Automotive Supplier) Buffalo, NY 10/2011 – 8/2012

Manufacturing Manager

Provides Manufacturing Leadership in a turnaround environment. Implementing lean strategies, Six Sigma, world class safety culture, and cross functional communication

Responsible for 3 shift, 150,000 square foot, 180 person and $75 Million unionized facility.

Improved on time delivery from 43 late orders to 3.

Provided council to Ownership on union labor contract negotiation team.

Reduced $1M/yr. cost of machine setups by improving system and execution.

Implemented formal training program to ensure long term success without any deterioration in short term metrics.

Drive 5S culture and create pull systems to drive lean enterprise – reducing unneeded WIP 50%.

Improve in house cost of quality from 8% to 6%.

Reduce Overtime cost by using WIP, proactive planning, and workforce communication and cooperation.

Engage the workforce to change culture to a proactive and participative partnership.

Turn around safety performance by addressing long standing issues and making both systemic and tactical improvements reducing recordable rate 25%.

Improve Quality performance and culture by building quality “in station” and reducing inspection cost 10%.

PCB Piezotronics (Vibration Measurement Supplier) Depew, NY 3/2006-10/2011

Director, Manufacturing Engineering (8/10 - 10/11)

Multi-site responsibility for Manufacturing Engineering function for all products including accelerometers, pressure transducers, electronics, and microphones. Standardized best manufacturing practices and processes – “Bill of Process”. Provided technical leadership for $125M low volume, high mix multiple market international electronics, machining and assembly business growing at 15% annually.

Solely responsible for recruiting, hiring, and training over 30 technical professionals from co-op to Phd.

Provided Kaizen leadership to enable company to improve year over year in quality, scrap cost, and throughput.

Initiated Total Productive Maintenance (TPM) system for company to improve uptime, track equipment breakdowns, utilize capability data, manage projects, spare parts, and utilization for future capital expenditures.

Initiated a new equipment Capital Expenditure process to justify cost and improve installation efficiency.

Provided leadership in Test and Calibration to develop new Labview software programs as well as support day to day manufacturing operation.

Led Plant refurbish and layout effort for 93,000 square foot facility.

Developed and implemented PPAP process for company utilizing industry supply chain standards.

Lead team for $3.5M capital expenditure plan.

Six Sigma champion for 8 concurrent projects.

Engineering Manager (3/06- 8/10)

Developed new organization structure to include 65 Manufacturing, Design, Quality, and Industrial Engineers as well as a Drafting and Document Control Department. Design and manufacture of sound and vibration measurement equipment. Developed / recruited/ mentored staff of Sr. engineering and operations mgmt. for fast growing $85M company. Managed requirements from Aerospace and Defense contracts. Met quality standards of ISO9001 and A2LA.

Created and managed separate Development Team with its own Ops. Manager to reduce mfg. “interruptions”.

Developed an immediate action plan to reduce scrap and rework 25% in 9 months in both total dollar and COGS.

Implemented Six Sigma, DOE and other statistical methods to improve time to market and existing products.

Lead Lean initiative to create 5 separate “value streams” to promote teamwork and increase throughput (12%).

Created new system for Product Launch including a cross functional team, design review, houses of quality, etc.

Championed Six Sigma projects, training, and coaching. Created a Six Sigma “way of doing business”.

Integrated a cross functional ECO process linking all business functions through to material disposition.

Launched over 400 new products covering 4 different markets (Automotive, Aerospace, Industrial, Laboratory).

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GENERAL MOTORS CORPORATION Tonawanda, NY and Massena, NY 8/1994-3/2006 Machining and Assembly Operations –Tonawanda Engine Plant

Manufacturing Manager 2nd shift –Plant 5 Operations 5/05-3/06 - Managed 750,000 sq. ft. manufacturing facility in unionized team environment. Led Staff of 85 Maintenance, Engineering, Logistics and Supervision to meet business metrics (SPQRC) on 2 new product lines of machining and assembly operations.

Lead several quality, safety, and throughput kaizen projects in world class facility in order to meet aggressive schedule while maintaining metrics.

Improved throughput 15% in 2 months by using JIT, and job design and balancing principles.

Floor leader in prototyping and readiness for new model introduction for two new product lines.

Created a culture of getting results in an area that previously was underperforming.

Maintained team environment and morale by using positive reinforcement as well as traditional discipline.

Technical Manager- 2.2L Engine Assembly, 3.1L and 3.4L Assembly Lines 4/01-5/05 - Trained and provided direction for team of Electrical, Process, Industrial, and Controls Engineers. Managed $1.2M indirect material budget and reduced cost by 40%. Managed 3 shift maintenance organization with 7.5M labor budget, improving to 93% production uptime. Developed procedures to meet QS9000 / TS16949 standards.

Developed continuous improvement initiatives to achieve HPU productivity gains 7.5% enabling top 10 rank in Harbor Report.

Lead team of Controls Engineers to improve quality, throughput, and cost by automation and controls development and modifications.

Developed internal safety culture – best recordable rate in the plant – 2001 last recordable injury.

Planned and executed 2 major “derates” while improving HPU cost performance an additional 4.5%.

Implemented GMS / QNPM strategies to become “world class” maintenance organization.

Manufacturing Lead Supervisor- 4.3L and 2.2L Engine Assembly 6/00-7/01 - Provided Leadership for 182 hourly and 5 salaried employees on large Assembly Line. Worked closely with well-established union on different interpretations of national and local contracts to control cost. Managed the elimination of second shift 4.3L Assembly and redistribution of labor.

Inherited line loosing approximately $80K / week and enabled line to make budget after 3 months.

Initiated constraint management strategies to focus employees and plant leadership on improving throughput.

Initiated team concept philosophy into traditional plant to improve safety, quality, cost, and responsiveness.

Successfully coached employees to create a safe and disciplined work environment.

Achieved several production throughput records.

Implemented strategy for predictive maintenance to increase uptime.

Implemented successful derate of assembly line to redistribute manpower and reduce schedule.

Iron and Aluminum Casting Operations – Massena Plant

Manufacturing General Supervisor 1/00-6/00 - Coached and mentored 3 supervisors and 1 General Supervisor to efficiently run a three shift business team.

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Implemented tooling preventative maintenance / rotation schedule to reduce cost and scrap

Worked with engineering to enhance quality by driving process changes (mold process, glue level, etc.).

Had zero departmental “observations” during QS9000 audit.

Initiated WIP reduction strategy to promote lean manufacturing and reduce cost.

Using team concept, implemented schedule for rotational job assignments and product schedule.

Able to change culture by implementing new work practices to reduce cost.

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Senior Manufacturing Engineer 9/99-1/00 - Developed manufacturing process for synthetic sand to reduce cost and improve environmental issues. Coached and mentored 5 new engineers and 4 college co-op students. Coached and mentored in 6 sigma / SPC concepts and principals. Provided direct support to customers on quality standards and continuous product improvement projects.

Delivered PPAP on Global L850 Cylinder Block for new synthetic material cast line.

Using Change Management, developed product change and delivered PPAP on LN2E boosting plant FTQ from 89% to 93% for CY.

Solely responsible to develop 6 new product Process Control Plans to meet QS9000 standards while maintaining our necessary floor operational control.

Manufacturing Supervisor 6/99-9/99 - Designed and implemented Synchronous manufacturing strategies on brand new department ramping to 2100/day. Worked with engineering to quickly implement technical improvements to process and product.

Able to implement culture change to better suit new business needs and improve work practices.

Responsible for departmental total controllable absenteeism of 1.9%.

Utilized several team concept strategies in order to launch new department and continually improve.

Process Engineer 8/94-6/99 - Research and Development of new aluminum casting technology and aluminum castings. Diagnose and troubleshoot equipment, systems, people, and process problems and execute irreversible corrective actions for manufacturing facility. Give oral and written presentations on progress and development of projects to team members, customers, and corporate leadership. Recommend and implement product and tooling design revisions in order to increase casting quality, integrity, and manufacturing feasibility.

Develop casting process for GM Secret Future Engine One program and deliver fist integrated powertrain case.

Develop and deliver entire casting manufacturing process including PPAP for Global GM L850 Head.

Contributed to Plant layout and production planning and scheduling for growing business.

Execute GM Four Phase process for 2 programs.

EDUCATION

CLARKSON UNIVERSITY Potsdam, New York -Bachelor of Science Mechanical Engineering May 1994

UNIVERSITY AT BUFFALO Buffalo, New York - Masters of Business Administration: January 2006

MEMBERSHIPS

§Certified Six Sigma green belt § American Society of Mechanical Engineers §National Vibration Institute

§Acoustic Society of America §Arbor Day Foundation §Ducks Unlimited

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