Manager Manufacturing

BRIAN E. WALTER

***** ******** ***, *** ***. ® Burnsville, MN 55306

952-***-**** ® ********@****.***

Senior Operational Leadership

Over 20 years of significant leadership experience in manufacturing, logistical, and service operations. Skills and experience include directing and managing human and material resources, team building, problem solving, decision making, planning, implementing, training, performance feedback, quality control and production management. Through process improvements, the conveyance of clear expectations and developing others, achieved a proven track record of success in all endeavors.

Core Competencies

Operations

Leadership

Professional

Production

Strategy development

Teamwork

Logistics

Decision making

Problem solving

Administration

Pursuit of excellence

Training and development

Technical mastery

Diversity leadership

Staffing

Inventory management

Communication

Performance management

Career History

LAKE REGION MEDICAL 2014-2016

Manufacturer of medical devices for intravascular surgery

PRODUCTION SUPERVISOR

Scope: Supervised two (and periodically three) manufacturing departments consisting of up to 60 employees for the production, assembly and packaging of intravascular surgical devices and pacemaker components in a highly regulated industry.

Attained top production output and improved quality performance. For two consecutive years attained highest productivity output exceeding the production goals in both primary departments out of three shifts. Concurrently helped facilitate an overall improvement in quality compliance as highlighted by 6.8 and 22.8 percent declines in internal noncompliance incidents.

Continuous improvement and safety champion. Through the initiation and successful completion / resolution of 28 continuous improvement projects, 285 5S actions and 115 safety observations, was the site’s most prolific supporter of these programs. In keeping with this, attained the highest departmental compliance scores during related facility-wide audits.

VALMONT INDUSTRIES 2009 to 2014

Manufacturer of aluminum light poles and flag poles

SHIFT SUPERVISOR

Scope: Supervised all aspects of manufacturing and shipping operation on second shift. Oversaw multiple departments including fabrication, assembly, packaging, shipping and inventory control while providing direct supervision to 30 employees. Assume facility accountability in manager’s absence.

Attained top production output and record operating profit. Through effective supervision, consistently attained highest overall production output, employee engagement and safety awareness out of three shifts. Facilitated a 97 % Shipped Complete and On-time delivery rate, which was best in the division. Helped attain record operating profits two years in a row.

Human error and cost reduction initiatives. Tasked to lead a quality action team. Established procedures to identify and categorize scrap costs. Used Root Cause and Corrective Action (RCCA) process to reduce repetitive production errors. Reduced reported quality incidents and customer complaints by 48 % while achieving $154,000 in related annual cost savings.

CYPRESS SEMICONDUCTOR 2001 to 2008

Manufacturer of Semi-conductors

SENIOR PRODUCTION SUPERVISOR

Scope: Supervised FAB manufacturing operations consisting of up to 35 operators and over 150 major pieces of equipment. Oversaw multiple areas in a high-technology clean room environment. Served as the leader for various Statistical Process Control (SPC) teams. Developed and fostered strong manufacturing teams that attained top productivity performance.

Department turnaround with no background. Hired to turn around an underperforming department. Provided increased leadership presence, elevated expectations, established simplified forecasting and tracking tools, improved transparency and responsiveness of supply chain, and championed increased output. Shift achieved first place production status within first full quarter out of four shifts and held that position during tenure of my supervision.

Cost reduction and bottleneck elimination initiatives. Tasked to achieve cost reduction in order to improve our facility’s competitive position as compared to offshore competition. Led a Statistical Process Control (SPC) team and initiated three direct labor action teams to attain cost savings, improve efficiencies and increase throughput. Identified and secured $286,000 of annual cost savings over 2 years and increased toolset availability by 41% thus eliminating bottlenecks.

INNO-FLEX 1999 to 2000

Manufacturer of printed circuits and membrane switch control panels

PRODUCTION MANAGER

Scope: Managed a multi-shift manufacturing operation consisting of 175 employees. Oversaw multiple departments including production, assembly, quality control, packaging, shipping and inventory control. Improved managerial oversight, coordination and flow. Increased throughput and responsiveness to customers.

Expansion. To meet an aggressive growth plan, charged with leading expansion into new facility. Directed and coordinated all physical moves plus developed new process, management, and staffing structures to support output expectations. Successfully executed expansion and increased production output by 32%, to historical levels.

MIDCOM 1995 to 1998

Manufacturer of telecommunication transformers and assembly of circuit boards

PRODUCTION MANAGER

Scope: Started a new manufacturing facility. Managed and supervised four manufacturing cells consisting of up to 120 employees. Developed highly effective cell and shift-wide leadership teams. Developed and executed new procedures. Fostered quantifiable improvements in all areas.

New manufacturing facility start-up. In first-ever manufacturing job, tasked along with others to start-up a new manufacturing facility for the production of electronic components. Hired and trained cell leaders. Developed manufacturing processes and work areas. Achieved unprecedented 100% on-time delivery record for 2 years and best productivity out of 3 shifts.

Competing with China. Tasked by corporate management to increase efficiencies and achieve progressive per-unit cost reductions per market demands. Led manufacturing leadership teams through comprehensive processes in communication, evaluation, streamlining, combining, and innovation. Over 3 years, eliminated waste, increased productivity, and reduced costs up to 66%.

U.S. ARMY 1984 to 1995, 2003

COMMISSIONED OFFICER – COMMANDER AND STAFF OFFICER

Scope: Performed a number of duty assignments in both peace and wartime environments including command of various Surface-to-Air Missile units, training, operations, personnel, school administration and logistics. Held a Secret security clearance based on background investigation. Earned numerous awards and decorations for performance including the Bronze Star Medal for service in Afghanistan.

Education

B.S. in Political Science and International Relations, Mankato State University, Mankato, MN

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