David J Sobchak

https://www.linkedin.com/pub/david-sobchak-mba/ ad22u1@r.postjobfree.com

phone 414-***-**** Franklin Wisconsin

Manager / Lean Manufacturing Manager

Magna Roanoke Va Oct 2022 to Current

Magna Grafton WI May 2022 to Sept

Embedded Consultant representing Magna at the local Pace Die Casting Facility. Provided onsite technical advice on die casting operations, machining Kan Bam, and visual concepts, and standards listed below with a problematic suppler.

•PPAP Support, Time Study, Run to Rate, Capacity constraints, Developed Improvements, Suggested alternatives.

•Improvements from melt, diecasting, machining, warehousing, and shipping.

•Held supplier accountable, using data and recent history.

•Helped suppler make record shipment and sustain current capacity.

•Extremely familiar with the diecasting process, chemistry, temperature of metal, temperature of the dies, the internal flow of material in the die.

•Improved die and machine maintenance.

Business Consultant/Project Manager Volunteer

Milwaukee, Wi April 2020 to June 2022

Developed spreadsheets and linked documents for quoting and cost control, this allowed for on the spot quotations and also the ability to make changes for the customer immediately. These spreadsheets allow the owner to also review cost hours and gross margins at the time of quote.

Rehabbed two homes one was taken down to the studs. Bathroom was completely replaced with a tub and shower, sink, tile floor, the supply side and waste plumbing. Rewired and installed ground fault outlets light and exhaust for the bathroom. Rewired all electric in-home including outlets, lights, ceiling fans. Rebuilt the kitchen with proper electric outlets and light. Rewired and switched all second-floor outlets lights. Removed and replaced both the insulation and drywall in all the living space in this home. Painted, caulked and stained exterior of the home along with the garage, made repairs to the deck and stained it. Second home removed the hot tub from the basement and remodeled the kitchen. Replaced the deck, concrete driveway and epoxy coated the garage floor and painted the exterior. Combined time on these two homes was approximately 16 months. Owner paid only for the materials my labor was free, there were several other small projects for other elderly that are not listed. Doors windows, dishwasher doorbells and such. Wheelchair ramp along with replacement of doors that are wider for this home owner.

Manufacturing Manager

BCT, West Allis, WI April 2019 to March 2020 OEM Provider of blasting equipment for foundries, forge houses, plate meeting customer requirements. Responsible for the day to day operations with emphasis: on EH&S Compliance, quality systems, lean activities, and team building. Hired skilled labor, increased staffing by seven-fold. Company grew 500% from prior year in sales. Developed SOP’s and work instructions along with plant layout. Purchased capital equipment and tooling, justified capital purchase of a laser to reduce cost limiting outsourcing, made decisions on make versus buy based on capacity of current facility. Planned future state and workflow of the facility. Had quoted and hired contractors for installing of 4 cranes cost avoidance of $110,000 and yearly safety inspections. Lead a team that justified one million dollars of capital to purchase laser cutting machine.

• Preplanned with engineering of product development and release. Make Procurement/Purchasing decisions

• Hired staff of 50 Welders, Brake Press Operators Laser Operators and planned retention

• Recommended changes to steel fabrications Implemented engineering design for function and process engineering for production.

Contractor Manufacturing Manager (Consultant)

GE (Waukesha Engine), Waukesha, WI Feb 2018 to April 2019 Provider of reciprocating gas engines, power equipment, and services focused on power generation and gas compression.

Managed production operations during forced plant closing, leading most productive shift in plant by holding employees accountable for performance.

• Oversee daily operations of plant to ensure reliability and consistency on production line.

Collaborated with engineering to design for function and process engineering for production.

• Supervise front-line and hourly manufacturing employees, efficiently and accurately resolving production issues and explaining/correcting technical issues.

• Project Management prepared and delivered presentations on metrics, project status, and research. • No machines down due to lack of maintenance / No QC issues during this time period

Contractor General Manager (Consultant)

Ray's Precision Thread Rolling, Waukesha, WI Oct 2017 to Jan 2018 Ray’s offers precision thread rolling services and precision machining solutions for companies across a wide range of industries. • Managed day-to-day operations of thread rolling processes, emphasizing quality control, safety, and Environmental Health & Safety (EH&S) compliance.

• Performed sales-related functions, preparing quotations in response to customer requests and developing capital expenditure projects. Ensured compliance with ISO standards.

• Led continuous improvements, using Lean manufacturing methodologies to manage team and champion execution of long and short-range business objectives.

• Managed all aspects of production from bid response to finished product, meeting or exceeding quality and production goals and reducing scrap. Plant layout to improve workflow reduce scrap and limit handling.

Plant Manager Machine Shop

Gnutti Carlo, Jacksonville, AL March 2016 to Sep 2017 Global leader in development and supply of severe-duty and high-performance valve train and fuel injection components for construction, agricultural, marine, genset, and transportation/automotive engines.

•Directed machine shop operations, leading implementation of process improvements that increased all measured performance indicators while reducing head count and labor costs.

•Played key role in determining budget for business unit, analyzing capital budget, capital investment, return on capital, managing P&L for machine shop.

•Played a Key role in determination of Dic Cast Plant facility being built on property.

oDetermined that the lack of labor and training this was not the place for it.

•Helped develop high-performance work culture, spearheading change to One Piece Flow Manufacturing mindset. Aligned the staff according to business needs and business plans and strategic direction.

•Managed quality improvements, implementing Lean manufacturing processes to generate cost savings of $350k, improving output by increasing pieces per direct labor hour SA from 8 to 26.

•Drove process improvement, reducing work in process by 98%, improving efficiency by 23%, and slashing cycle time using advanced tooling to improve productivity by 30%. Implemented Predictive Maintenance Program

Manufacturing Manager

Grede, Menomonee Falls, WI May 2012 to October 2015 Leading manufacturer machined, and assembled components for transportation/automotive and industrial markets. • Oversaw manufacturing operations for two manufacturing plants, implementing plans and procedures to improve performance while holding employees accountable.

• Played pivotal role in long-term financial planning cost accounting for department and capital expense budget. Controlled inventory and logistics, reducing costs and improving delivery.

• Championed implementation of culture change to One Piece Flow Manufacturing from batch processing. • Led continuous process improvement, increasing efficiency by 7% and utilization by 8% while maintaining compliance with company policies and standards.

• Improved workflow via tooling and process change that resulted in 500k savings and improved delivery • Increased ability to take on more sales by freeing up machining centers by combining operations

Manufacturing Manager

Grunau Metals Division, Oak Creek, WI Nov 2010 to April 2012 • Design, installation, and servicing of mechanical systems including HVAC, steel fabrication, plumbing, piping, temperature controls, electrical, refrigeration, underground utilities and fire protection.

• Managed safety, quality, delivery, and productivity, identifying and removing constraints while implementing and teaching Lean methodologies to employees.

• Programmed plasma torch and set up Kanban system for consumables, taught users how to use system, control inventory. • Drove performance improvements, implementing Quality Program and reversing loss of 600k to loss of less than 5k. • Costing of projects with follow up and closing meetings.

PFEP Coordinator (Consultant)

Pentair, Contractor, Delavan, WI April 2009 – Aug 2009 • Developed layout to increase supermarket size by 50%, improving safety, delivery and organization; completed PFEP project five months ahead of schedule.

• Installed and configured equipment, programming all parts and submitting Production Part Approval Process (PPAP).

WGA GPMG

Harley-Davidson,, Milwaukee, WI June 2006 – June 2008 •

Responsible for safety, quality, delivery, and productivity, these measures improved with the biggest gains in both safety, productivity and cost savings. Used 6S’s to improve on all measured activities. Coordinated long-term solutions with Industrial Engineering and Purchasing. Ensured that all production was done in a safe and efficient manner, following company policies and procedures. Supervised first and second shifts implemented lean activities, such as multiple machines and assembly of machined parts by the operator.

H. D. Powder Coat:

•Reduced Rework by 75% both in dollars and the number of occurrences (7/shift >2 shift).

•Reduced overtime from 60% to 25% also improving the budget.

•Worked closely with engineer to reduce down time from 50% to >10%.

•Improved through put of die cast parts by adding racking and proper holding devices for die cast parts.

H. D. Machining:

•Worked with team on improving die cast parts from vender.

•Cost savings on Die Cast Engine Halves, reduced scrap by eliminating lamination, $3.5 Million Total between both FL and XL models. Principal was also used on other parts.

•Increased production in GPMG from 45% to 71% in 6 months.

•Reduced backlog from $300,000 to $35,000.

•Reduced overtime from a rate of 50% to less than 10%.

Production Supervisor

Bradley Corp Milwaukee WI. April 2004 – June 2006 • Improved delivery and reduced cost while maintaining earnings in a piece workshop.

• Used tools like 5S and other lean initiatives to improve department layout and stamping processes. • Purchased two CNC hydraulic press brake presses and tooling. This project had a 2 and 3 year payback periods respectively. • No lost time accidents.

• Generated Cost savings in excess of $120,000 in the past 6 months, by using Value added tools.

• Reduced Set up time at 3 machine groups.

Production Supervisor

Generac Power Systems,, Eagle, WI April 2002 –April 2004 • Supervised four distinct production and welding cells, managing with 55 employees on two shifts and improving productivity from 58% to 72% over 1 million dollar increased output. All measured KPI’s were improved.

Production Supervisor II, Industrial Engineer, Programmer, Lead Person, Operator.

Waukesha Engine, Waukesha, WI. May 1988 - April 2002 •

Responsible for identifying and scheduling priority jobs, coordinated solutions with manufacturing engineering and programming problems as they arose on the shop floor. All production was done in a safe and efficient manner within company policies and procedures. Supervised three miscellaneous machining departments with 65 union personnel and a budget in excess of 3.5 million dollars. Responsible for the on-time delivery of fabricated and welded parts to meet assembly forecast.

•High Mix low volume over 7500 active parts, any one month the mix could be as high as 1000 different parts.

• Developed and programmed parts in a timely basis to meet internal customer needs. Created policies and procedures set standards and enforced accountability of employees.

• Created routings, bills of materials, and estimated cost, supervised two departments, fabrication/welding, and heat-treating consisting of 35 union employees 12 welders, 20 fabricators and 3 heat treaters.

• Achieved cost savings in excess of $450,000.

• Improved productivity by 16% from 75% to 91% in 8 Months during the first year and maintained it. • Controlled budgets to achieve a favorable outcome of $90K-1998 and $60K-1999 $110K-2000 and $80K-2001. • Maintained a record of no lost time injuries during tenure.

• Make VS Buy Savings of $200,000 by routing parts and correcting rates to new estimate.

• Created automated spread sheet for estimating the costing and routing of parts.

• Produced parts in the afternoon that were designed in the morning.

• Purchased new welding equipment, fixtures jigs and tooling that reduced rates.

• Used Kan Ban System in Welding cells improving quality efficiency lowering cost and improving delivery. • Put all welding supplies on Kan Ban system with venders, Wire, Rod, or any welding consumables. • Developed areas of 4 C’s Cost, Cycle time, Capability, Capacity to evaluate projects.

• Developed and programmed computer-controlled lasers and torch. Used technology available to guarantee the efficient use of equipment. Set standards, estimated cost to determine whether to make or buy.

• Developed and programmed sheet metal/welded parts reducing time needed for welding. Set rates using time studies and established practices.

• Reduced back log of programs, used resources to make previously purchased parts at a lower cost • Requested design changes that reduced the need for welding fixtures and overall welding time.

Master of Business Administration (Computer Enhanced)

Cardinal Stritch University, Milwaukee, WI

Bachelor of Science, Business Administration

Cardinal Stritch University, Milwaukee, WI

Emphasis on Human Resource Management

Associate Member, Society of Manufacturing Engineers, Computer and Automated Systems

Contact this candidate