JOHN TRUELSCH

**** ***** ****. • Brunswick, OH **212 • 216-***-**** • aczb5r@r.postjobfree.com

Highly motivated, catalyst for transformation, production/assembly enhancements, and continuous improvements using lean techniques. Proven problem solving ability to drive change and fundamentally find and fix performance issues, creating and maintaining a positive work environment. Proficient in implementing:

• Quality Control • Lean Manufacturing Leader

• Leadership/Management • Team Building

• Production & ERP Systems • Process Design

• Lean Procurement/Order Fulfillment • Cost Reduction

PROFESSIONAL EXPERIENCE

REPUBLIC RUBBER. Sebring OH 2/15 – Present

Rubber Hose Manufacturer

Interim Operations Manager/Plant Manager (Contract Employment)

Direct departments to make sure that all operational targets and metrics were met: people, quality, delivery and financial. Confirmed that daily production requirements were met while maintaining a high standard of quality. Ensured that all resources were effectively utilized to maximize all value-added activities. Identified issues involving inefficiencies, non-value added activities and quality concerns, while identifying root causes and recommended and/or implemented corrective action.

Exceeded productivity goals and increased operational efficiencies by 10% my first three months and 16.7% the next quarter. Used lean strategies: POU, 8 Waste, 7S and communication boards, implementing NPW, Heijunka strategies.

Reconciled materials with ERP system for accurate inventory numbers.

G & S METALS. Cleveland OH 9/09 – 2/15

Bakeware Manufacturer

Supply Chain Manager/Lean Engineer

Responsible for short and long term planning/scheduling the demands of Production and Packaging. Led process optimizations, production scheduling, raw material usage and operating procedures. Maximized company’s financial effectiveness using lean techniques: JIT, concurrent engineering and Line Balancing/TOC. Championed product structure improvements, fixed BOMs, capacity planning and production routings. Helped develop and achieve annual lean objectives, hands on lean transformation. Coached and mentored key talent to assume increased responsibilities.

Introduced lean mindset/culture across the entire value stream and reinforced basic lean principles. Going from 12 inventory turns/year to 18 inventory turns/year.

Highlighted KPI versus goals, shared best practices and celebrated individual/team success. Analyzed inventory turns, stock-outs, lead times, and stock cover. Increased throughput from 225 pcs./hr. to 264 pcs./hr.

Utilized bottleneck analysis, value stream mapping, continuous flow, to rid waste. Increased on-time-delivery from 92.0% to 99.4%. Decreased WIP 28% in production lines.

Successfully implemented ERP software from home made to Syteline, with very little interruptions.

Organized Safety, Health and Environment for Supply Chain and maintained metrics.

Introduced Hoshin strategies to foster a more supportive work environment between departments focused on the company’s plans, strategies, objectives and tactics.

STANEK WINDOWS, Cuyahoga Hts., OH 8/05 – 9/09

Custom Window Manufacturer

Quality Systems Coordinator/Engineer/Production Control

Assistant Plant Manager aided Plant Manager with production/assembly solutions. Implemented process improvement events including the tools and techniques for sustainability and commitment to 6S programs. Responsible for improvement initiatives in Capacity Planning, ran Line Balancing/TOC studies, Process Reengineering, new product launches and the quality of product. Developed a Quality Awareness Board as a visual management tool to depict non-conformities and problem alerts. Created a data base and designed Process/Procedures for NAMI certifications. Integrated new production software, with existing ERP system, wrote cut logic, product structures and order entry screens.

Created a visual factory eliminating waste, while using poka-yoke skills to simplify manufacturing. Reduced rework assemblies/piece down 87% and rework/hour down 92%.

Authored blueprint for Skills List Training program of training/cross training of all production personnel in order to develop talent and maintain balanced production. Decreased overtime from 1,555 hr./yr. to 623 hr./yr.

PERSONNEL STAFFING SERVICE, Cleveland, OH 2/04 – 8/05

Temporary Employment Placement

Industrial/Manufacturing Engineer Consultant

Developed and led Engineering Team to set-up routings, production/assembly scheduling modules and ran time studies to support routings. Created Shop Travelers to show work flow and replace obsolete ISO paperwork. Designed gauges and dies to support cells, and help improve overall quality.

Championed CPI teams resulting in 8.75% reductions in cost/part, a 12.2% in labor/part, reduced scrap/week by 7.2%.

Purchasing/Inventory Manager

Ran shipping and receiving, corrected BOMs for proper allocations for ERP reports and inventory.

Spearheaded Order Fulfillment Team to improve supply base performance through strategic procurement initiatives. A $86,500 cost reduction in 6 months, with the same number of sales dollars.

PATIO ENCLOSURES, INC. Macedonia, OH 12/01 – 2/04

Custom Solarium/Patio Manufacturer

Production Control Manager

Managed and coordinated activities of production control personnel engaged in expediting flow of material, parts, and assemblies within and between departments of industrial plant. Evaluated written data such as Job Orders, Machine and Production Rates, Operation Sheets, parts/material inventories, and product specifications to establish efficient allocation and scheduling of parts, materials, machines, and sequences of operations and workflow. Communicated with production personnel to resolve problems affecting production schedules. Determined work procedures, prepared work schedules, and expedited workflow. Worked with Engineering on CI ideas.

Appointed point person on the Fenevision project, the software used to run manufacturing. Took a 1.5 year troubled project and got it up and running smoothly in 6 months. Developed cut logics, and integration with ERP system.

Studied and standardized procedures to improve efficiency of department. Within 9 months from taking over the department lowered problem reports from 119 with a cost $16,256 to 9 costing $307.

Took part in Kaizen events training, facilitating, implementing, and sustaining the efforts of the Kaizen Team. Increased glass optimizations from 83% to 94% (industry standard 87%), decreased glass remakes from 12% to 6%, and improved material optimizations from 92% to 97% in 2.5 years.

CLESTRA HAUSERMAN/STEELCASE, Solon, OH 8/95 – 12/01

International manufacturer and designer of moveable walls

Process/Manufacturing Engineer

Created and updated routings for manufacturing process and Estimating Department. As Project Manager directed the team to complete the project on time and on budget. Problem solving liaison for factory and Engineering Department to ensure quality and integrity of each part. Created work focus groups, and used process mapping to identify waste and for process improvement. Purchased and distributed tools, parts, and dies for Brake Department and Tool Room. Participated in Lean Manufacturing procedures focusing on total process flow improvement. Conducted deep dives to identify the root cause of manufacturing issues and brought them to a successful resolution.

Capital projects included: laser cutter project: $1.2 million project with pay back in 9.2 months.

Implemented Lean Manufacturing/assembly techniques reducing direct labor by 17%/day.

Voted Chairperson of Employee Satisfaction Team. Joined First Response and Safety Teams that promoted a safer working environment. Lowered turn over/year from 7.1% to 1.3%, reduced time lost injuries from 12 days to 1 lost day.

EDUCATION

Cleveland State University - Cleveland, OH

B.S., Manufacturing/Industrial Engineering Degree – 1992-2011 ( Magna Cum Laude)

B.A., Business Management Degree - 1985-1990 (Cum Laude)

Green Belt Six Sigma Training - Presently

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