Customer Service Project Management

DAVID KLINE

*** **** *** **** ***** ● Buffalo Grove, IL 60089

847-***-**** ● aczdl1@r.postjobfree.com

http://www.linkedin.com/pub/david-kline/13/43a/705

SUMMARY

Versatile Planning and Manufacturing professional with extensive background in, production planning, inventory control, project management, new product introductions, maximizing production capacity, lean manufacturing, quality control and safety procedures. Excellent production and project management leadership and cost reduction skills. Proven analytical and problem-solving abilities for troubled projects throughout the manufacturing process.

TECHNICAL SKILLS

Material Planning

Inventory Control

Demand Planning

Capacity Management

Production Scheduling

ERP/MRP

Consignment Programs

Inventory Controls

Shop Floor Control

Lean Manufacturing

Continuous Improvement

Kanban

Purchasing

Project Management

Costing and Estimating

MS Office

Capital Expenditures

Team Building

Master Scheduling

Communication Skills

EDUCATION

Masters of Business Administration - Keller Graduate School of Management, Chicago, Illinois

Bachelor of Science, Economics - Illinois Institute of Technology, Chicago, Illinois

Minors in Management, Computer Science and Industrial Engineering

Lean Product Development Part of the Goodrich PMP program – Goodrich Training Program

Lean Six Sigma Green Belt Certification Training – Microtrain, Lombard, Illinois

PMP/CPPM Project Management Professional Certification Training – Microtrain, Lombard, Illinois

Managing Projects with Microsoft Office Project 2007 – Microtrain, Deerfield, Illinois

Microsoft Learning Product 5927: Microsoft Office Project 2007, Managing Projects

Boy Scout Woodbadge – Team building, Project team management across age and skill levels

PROFESSIONAL EXPERIENCE

WIELAND COPPER PRODUCTS, Wheeling, IL

Wieland provided enhanced copper tubing to for the heating and cooling equipment manufacturing industry.

Senior Planner (2015 to 2015)

Developed systems for both raw material and capacity planning reducing stock outages and identifying production bottle necks. Demand planning of long lead-time of raw materials.

AMMERAAL BELTECH NORTH AMERICA, Skokie, IL

Ammeraal Beltech is a manufacturer and importer of conveyor belting and a supplier of fabricated belts to industries throughout North America. Skokie is the North America headquarters and one of the two US distribution centers supporting 9 US branch locations for Holland based Ammeraal Beltech BV.

Production Planner and Material Controller (2012 to 2015)

Improve on time delivery to customers while reducing inventory costs.

Procure purchased belting from oversea and domestic suppliers

Improve fill rates by 10%

Develop demand plan

oNo formal forecasts for future sales

oProcuring demand planning software

Reduced air shipments by 90%, savings $40,000

Developed relationship with suppliers

Worked with buyers to move toward buyer-planners

Create and maintained schedules for manufacturing and purchasing for manufacturing unit.

Reduced raw material inventory by 30%

oDeveloped long term demand requirements

oSet-up consignment programs with suppliers

oCreated systems to monitor inventory levels

Formalized production reporting through shop floor controls

oCreated KPI’s and reporting system

Set-up inventory control systems to increase inventory accuracy and availability

Created shop floor inventory control system

Setting up a Kanban system to monitor and support none inventoried items.

Instituted a formal outside service process

There was no process, stuff was just set out.

STERLING ENGINEERING, Elmhurst, IL

Sterling Engineering provides contract technical and engineering services.

Contract Consult at Lawson Products, Des Plaines, IL (2011 to 2012)

Brought in to help recover from going to a new business system (SAP).

Developed production and shipping orders to meet distribution needs

Assured production was able to be properly shipped to distribution centers

Identified issues that prevented system from operating as designed and assuring fixes worked

GOODRICH ISR SYSTEMS, Barrington, IL

Goodrich ISR Systems is a designer and manufacturer of airborne reconnaissance and ground support systems for aerospace (military and space) applications.

Program Scheduler / Program Analysis (2009 to 2011)

Part of an integrated project team that in 1 year (instead of an estimated 2- years) had successfully re-designed, re-engineered, procured and rebuilt a major system that had failed, but is now in compliance with the customer requirements.

Developed and maintained schedules from design through production for $14M to $50M programs.

Minimized program time and costs by constructing schedules using least waste way methods.

Reflected actual performance by updating schedules daily with current task statuses.

Identified program opportunities and risks with mitigation methods to help develop risk registers.

Revised plans due to changing program requirements, and identified impacts to cost and schedule.

Used Continuous Improvement tools to track and report program status to project team, senior management and customer.

oDeveloped tracking tools to show progress from design stage, procurement, receipt into inventory and through production to track metrics.

oParticipated in 4 Continuous Improvement Events by request to help other teams.

Daily program status, Program start-up, Labor forecasting.

Earned value management system implemented and used to track progress.

WOODWARD GOVERNOR CORPORATION, Skokie, IL

Woodward Governor (formally MPC Products Corporation) is a manufacturer of high performance electromechanical motion control systems primarily for aerospace (commercial, private, military and space) applications. An ISO9100:2000 certified company.

Senior Planner (2007 to 2009)

Ensured the smooth delivery of raw materials to meet build schedules and customer needs, while minimizing carrying costs of inventory.

Reduced inventory cost 12% by providing a smooth flow of material, maintaining production schedule and improving on time delivery while minimizing the dollar value of the inventory.

Reclaimed over $60,000 of needed materials by evaluating over 4,000 items of obsolete inventory.

Improved both labor costing and machine capacity planning by conducting shop floor review of labor and machining time standards.

Reduced the need for overtime production by level loading shop based on actuate capacities.

Monitored outside services for schedule compliance

Final Assembly Planner (2003 to 2007)

Developed and maintained the final assembly schedule for the Linear Actuation Product Department; $34M annually.

Improved on time delivery to 95% from 78% through implementation of Material Requirement Planning Methods.

Instituted performance tracking of both production output and delivery of incoming material.

Improved communications with sales, engineering and the customer on the development and testing schedules of new products.

Assured correct specifications were used by executing engineering change orders for both new and existing products.

BLYTH INDUSTRIES INC., Des Plaines, IL

International manufacturer and distributor of candle and home furnishing products sold to consumers and business-to-business markets.

New Product and Process Manager (1998 to 2002)

Led the introduction and implementation of new products and processes for the facility and assured the accuracy of manufacturing and costing data. Analyzed, reported, coordinated and/or resolved “special projects”.

Chaired the New Product Committee and managed the introduction of over 600 new manufacturing products annually to the factory, reducing time to market by 50% and maintaining cost targets working with both marketing and sales to satisfy customer needs.

Improved product database accuracy to better than 99.8% yielding better inventory control, improved customer service, appropriate pricing structures and lower operating costs.

Championed and supplied expertise in material inventory and capacity planning (MRPII), production scheduling, bill of material and routing computer systems and their use. Worked with planners and buyers to improve on-time delivery of products and reducing inventories.

Coordinated and managed the movement to and use of a new ERP computer system (BPCS) including use of scheduling and inventory programs.

Engineering Project Manager (1995 to 1998)

Designed, procured, installed and start-up of new manufacturing equipment, lean manufacturing programs and managed the maintenance department. Developed and implemented a one year $1.5M capital expansion program increasing production capacity by 300%, completing each portion of the project both on time and budget.

Developed and implemented a $500K facility improvement program.

Defined and designed the project

Wrote and submitted the capital expenditure request

Purchased, monitored progress and accepted the equipment

Oversaw the installation and startup

Designed and programmed PC-based wax batching system that improved color matching and reduced scrap.

Increased facility’s maintenance department up time of equipment to better than 95% from 70%.

Improved methods of manufacturing to reduce labor costs by $800,000.

Production Manager-Production Operations (1990 to 1995)

Managed 170,000 sq. ft. factory floor with 9 production areas, 20 production lines, maximizing efficiency and output. Directed the activities of 12 supervisors on 3 shifts with up to 300 hourly union employees to produce $15M of candles and related products annually. Responsible for production, capacity planning, safe operations, quality, process improvements and cost reduction programs.

Reduced order turnaround time to improve customer service by use of more effective scheduling of production.

Instigated team-building programs to develop staff’s ability to work together on problem solving and longer term productivity improvements.

Applied Lean Manufacturing techniques to reduce material handling and improved labor and material usage performance in the factory.

Reduced employee accident rate by 30% to be below the industry standard by implementing employee safety training and incentive programs.

Other Positions: Master Scheduler, Department Manager, Production Supervisor, Inventory Controller and Customer Service

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