Plant Manager Production Management
Resume:
FRANK M. LAETTNER
**** ******** **, *******, ********* 53142
e-mail: *************@*****.***
PROFESSIONAL HIGHLIGHTS
A manager with the capability to provide leadership throughout a production facility and Implement and Manage Lean Manufacturing. Knowledge and ability of statistical process control, just in time delivery, Kan ban, Kaizen, Toyota Production, Six Sigma, 5S, Value Stream Mapping, 8D Problem Solving, MRP I & II, synchronous manufacturing techniques, Group facilitator, instructor and world class manufacturing techniques. Ability to communicate with others, develop long range goals and objectives to establish an effective communications network throughout an organization. Knowledge of problem solving, decision making, personal administration, organizational theory and quality systems. Directed the development and administration of policies to coordinate plans and make necessary procedural changes. Ability to review and establish goals, responsibility for all levels of functions within their jurisdictions and share bottom-line responsibility for profit and losses.
EMPLOYMENT HISTORY
Self Employed Nov. 2015 – present
Laettner Inc. Owner
11/2015 - present
- Independent Manufacturing Consultant Troubleshooter.
Companies include Tier 1&2 Automotive Transmissions, Engines, Axles and components from casting, machining and assemblies.
Aerospace Machining Assembly and Test. Commercial Printing, Medical Devices – Assembly and LSR Molding.
Company size ranged from 125-1000 employees.
Areas of concentration in Safety, Quality, Cost, Ontime Delivery, Special Projects, Value Stream Mapping, Lean Improvement Change Agent, Developing Business Plans to Support Plant and Company Objectives, Performance Reviews and Succession Planning. Client list confidential. - Average time at location varies by scope of contract and objectives.
Delta Hawk Engine, Racine, WI Feb. 2011- Nov.2015
Plant Manager Left due to financial instability
Responsible for New Manufacturing start-up for manufacturing of diesel engines for aircraft
Responsible for Hiring and Directing activities of Plant Facilities, Purchasing, Materials, Quality, Manufacturing Engineering, Safety, Human Resources and Manufacturing
Developed Manufacturing Policies and Procedures to Support Business Plans and Strategies while supporting R&D activities and Projected Sates of 700 million
Developed Visual Factory and Plant Lay- out for start of production and Inventory Control in a Greenfield Setting
Setup Quality Lab and Systems to support AS9100 and FAA Requirements.
Insinkerator a Division of Emerson Electric, Racine WI 2006-2011
Section Manager/Assembly Left for career advancement
Responsibility for Assembly and Electrical Department Operations
P&L Responsibility for Assembly operations
Directing activities of 7 Salaried and 350 Hourly employees
Facility includes 250,000 sq. ft. specializing in manufacturing of Household and commercial garbage disposals with annual volume of 5.5 million units and 450 million Dollars in sales
Directed Continuous Improvement Teams and 5S Activities resulting in 50% Reduction in reportable accidents while increasing throughput by 25 %.
Developed Manufacturing Policies and Procedures to Support Business Plans and Strategies
Implemented a computerized time and attendance system that reduced salaries by $200k annually
Leblanc a Division of Conn – Selmer, Kenosha, WI 2004-2006
Plant Manager/General Manager Plants closed due to death of owner
Responsibility for Total Plant Operations & Lean Manufacturing Assessment, Implementation and Sustainment
P&L Responsibility for Plant Operations
Directing activities of 20 Salaried and 125 Hourly Employees
These Area’s include Engineering, Quality, Production Control, Materials, Logistics, Purchasing, Human Resources, Safety, Environmental, Manufacturing, Sales, Cost Accounting, Maintenance
Facility includes over 170,000sq. ft. specializing in the manufacturing of musical instruments: Clarinets, Saxophones & Flutes supporting Sales of $30 mm
Designed and implemented a Safety and ergonomic team with a 30 % reduction in lost time
Directed 2 Kaizen Teams with achievements of 30,000sq. ft floor space, inventory reductions of $100K and 20% reduction in staffing levels while improving efficiencies by 30%
Northstar Aerospace, Chicago IL. 2003-2005
Manufacturing Operations Manager Left for career advancement
Responsibility for Plant Operations & Lean Manufacturing Implementation
P&L responsibility for Plant Operations
Directing Activities for 14 Salaried and 162 Hourly Employees
These Area’s include Production Control, Purchasing, Safety, Plant Engineering, Heat Treat, Plating, Machining, Grinding, Assembly, Paint, Remanufacturing/Depot and Maintenance
Facility includes over 220,000 sq. ft specializing in low volume precision gears, shafts, gear boxes, transmissions, rotor shafts and various components for civilian and military application
Rebuilt Labor Relations and High-Performance Work Teams after 10-month strike
Total Responsibility for Lean Manufacturing and Continuous Improvement Implementation
Achievements of $600K reduction in Work in Process Inventory, Lead time reduction from 18 to 10 months. Kaizen Teams Developed, QCDS Measurements implemented.
ENGINEERED MACHINED PRODUCTS, Escanaba, MI. 2001-2003
Multi Plant Manufacturing Operations Manager Contract Position
Plant Manager
MERCURY MARINE CORPORATION, FOND DU LAC WI. 1996-2001
Plant Manager Corporate re-organization
Director of Large Outboard Manufacturing
Production Manager Assembly
Area Manager Powerhead Assembly
AB DICK CORPORATION, NILES IL. 1994-1996
Production Manager Machining Contract
NAVISTAR, WAUKESHA, WI Contract 1992-1994
Area Manager Production/Quality Manager Machine CQT, CQE
BUFFALO CHINA, INC., Buffalo, NY 1990–1992
Plant Manager Plants Closed
Chevrolet, Division of General Motors, Buffalo NY Plant Closed 1977 – 1989
Supervisor, Manager, Superintendent
Implemented synchronous Manufacturing Techniques netting 1.2 million in savings
Reduced 1400 past due units in 3 months
Increased sale by $6 million
Developed Business Plans and Strategies where none existed previously
Implemented a Quality Awareness training plan for the operators resulting in a 25% reduction in scrap and a 35% reduction in rework
Developed employee involvement teams with result of an increase in productivity from 60% to 78% over the past two years
Performance gains of $1.5 million by reducing overtime by 50% and supporting a 20% increase in volume
Designed and implemented a Safety and ergonomic team with a 30 % reduction in lost time
Developed and implemented a computerized time and attendance system that reduced salaries by $200,000
Achieved QA 70 level 3
Facilitated and trained all personnel in S.P.C.
Implemented and developed Coolant Management Program Quantify annual savings of 40K
Developed and implemented Tool Cycle Program with a cost savings of 25%
Achieved production increases from 5 million to 20 million annually
Certified by ASQC - CQT - CQE
Developed IS 9000 program and TQM programs
Reduced overall Inventories $1.5mm utilizing Lean Manufacturing Methods
Introduced Kanban Systems resulting in WIP reduction of $450k yearly
EDUCATION
State University of New York, Buffalo, NY,
Bachelor of Science Program Business Administration
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