James E. Burger

*** *** ****** (P. O. Box **), Plymouth, WI 53073 • 260-***-**** • adcgv7@r.postjobfree.com

CAREER OBJECTIVE

Executive Manager

PROFESSIONAL SUMMARY

Results-driven manufacturing professional with over 30 years of broad, progressive experience in operations leadership; demonstrated history of achievement; skilled in turning around poorly performing companies; expert in developing and implementing cost containment strategies; expert in maximizing workforce unity and productivity; skilled in logistical operations and product movement; experienced in recruiting and hiring practices; uncompromising focus on high quality and safety standards;, well respected by peers, subordinates, and executive leadership.

AREAS OF EXPERTISE

— Lean Manufacturing Operations

— Inventory Handling / Management

— Consolidations / Turnarounds

— Plant / Facility Management

— Process Development / Integration

— Budgetary Planning / Forecasting

— Strategic / Tactical Planning

— Vendor Management / Sourcing

— Fiscal Knowledge / Performance

EDUCATION AND TRAINING

Completed coursework in the Engineering curricula, Ashtabula Branch, Kent State University

Selected courses, University of Nevada, Reno

Six Sigma Certified Green Belt

Trained in AS9011, ISO 9001:2008, ISO/TS16949 & IATF Quality Standards

PROFESSIONAL EXPERIENCE

GENERAL ALUMINUM MANUFACTURING COMPANY, Conneaut, OH and Rootstown, OH

GENERAL MANAGER — 10/2018 to 02/2020

Responsible for total plant operational functions including compliance with all company policies, procedures, goals, and full P&L accountability; established and monitored plant tooling control and change control systems while adhering to designs, specifications, and standards established by the engineering group; implemented lean manufacturing and continuous improvement methods to ensure efficient plant operations; assisted in the recruitment and hiring of key management team members; identified key internal manufacturing resources and provided the tools and resources necessary to execute the results listed below:

Significant Achievements:

Reduced Accident Frequency Rating from 5.0 to 2.4; DART from 3.0 to .08.

Reduced customer returns by 25 %.

Reduced internal scrap by 3 %

Direct labor content increased by 1.7 %

Increased equipment up-time by 12%

Operating income increased by 22 %, on $10M less in prior years sales

Achieved forecasted financial results on a percentile basis

No new capital equipment investments

Successfully upgraded QOS from TS16949 to IATF

CORPORATE CONTINUOUS IMPROVEMENT MANAGER — 03/2018 to 10/2018

Led key projects for improvement across all levels of the organization; created and implemented a short-term strategy utilizing lean manufacturing techniques and other cost-saving practices

Significant Achievements: Increased internal FTT from 74% to 92% & increased FTT at the largest customer by 22%, increased equipment up-time by 12 %

AMERICAN AXLE MANUFACTURING, CASTING DIVISION, Menomonee Falls, WI

GENERAL MANAGER — 10/2015 to 12/2017

Directed and coordinated all aspects of this division ensuring objectives were achieved at the lowest cost possible; assessed systems in place and certified safety and operating efficiency; maximized employee and equipment output by supporting and assisting foundry managers with capacity planning, scrap reduction, and associated activities.

Significant Achievements:

Consolidated multiple sites into one location.

Managed consolidation effort while maintaining earnings in a declining sales environment: Sales dropped from $41M to $36M

Established and implemented over $900K in cost improvement activities in, quality, and safety programs utilizing lean manufacturing techniques, kaizen events and other continuous improvement tools.

AMERICAN AXLE MANUFACTURING, CASTING DIVISION, Biscoe, NC

INTERIM GENERAL MANAGER — 02/2017 to 06/2017

Assumed temporary responsibility for alleviating manufacturing constraints that were causing multiple issues with order fulfillment; drove foundry manufacturing performance metrics while supporting execution of the company growth plan.

GREDE FOUNDRIES, Berlin, WI

GENERAL MANAGER — 12/2014 to 10/2015

Led this company, to a strong financial recovery in a short period of time; managed policy deployments in the areas of lean manufacturing techniques, quality control, cost reductions, on-time delivery, safety, customer satisfaction, employee relations, visual factory controls ; provided leadership, effective communications, employee training and employee development; resolved problems and facilitated plant improvements; managed material requirements increasing inventory turns and reducing levels on hand; managed compliance with state and federal regulations.

Significant Achievements:

Spearheaded sales run rate of $23 million with acceptable operating income levels maintaining a year-to-date free cash flow of 6.5%.

Closed plant October 2015; maintained profitability and positive cash flow throughout this process

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MANUFACTURING CONSULTANT — 11/2014 to 12/2014

Contracted to analyze the BMM molding line, recommend operational improvements, and implement procedures to reduce scrap levels from 25% to 12%. introduced lean practices to the manufacturing process that significantly increased productivity, affected output mold quality, and reduced waste. In less than one-month, reduced scrap rates were reduced by 16 % and the daily average molds produced per hour improved by 30 %.

TWIN CITY FAN & BLOWER, Brookings, SD

MANUFACTURING CONSULTANT — 06/2014 to 11/2014

Provided strategic planning and tactical execution to develop and streamline new equipment and processes, tested them for usability, durability, and capability, and released them into production; engaged clients in strategic planning sessions regarding lean manufacturing practices to enforce reductions in waste and lost productivity; actively led lean events and projects; provided guidance in variation reduction tools and processes.

METAL SPINNERS, Angola, IN

VICE PRESIDENT, MANUFACTURING — 11/2006 to 06/2014

Accountable for setting direction, formulating strategy, and executing key initiatives in the company’s manufacturing operations across three separate facilities; substantial influence on planning, implementing, and directing all corporate manufacturing activities including plant modifications and new product launches; entrusted to evaluate, implement, and integrate strategic acquisition of business units; served as company visionary in the formulation of policies and objectives directly related to company growth; developed long- and short-term company goals and provided direction for manufacturing activities to ensure that all goals were met; provided leadership and tactical direction to plant managers at all locations.

Significant Achievements:

Financially recovered an acquired company that had been performing poorly for an extended period.

Achieved corporate savings of $6.9 million in past years due to cost reduction initiatives.

Reduced workman’s compensation costs by $2.1 million since 2007 due to initiatives taken that improved the company safety culture thus reducing accidents and injuries.

Implemented lean manufacturing processes and 5-S visual work flow systems to improve customer satisfaction.

Consolidated pricing, order entry, quoting, and scheduling processes into centralized corporate functions.

Consolidated the new product launch process into a centralized corporate function.

WATRY INDUSTRIES, Sheboygan, WI

PLANT MANAGER — 01/2006 to 11/2006

Responsible for the general supervision of all phases of plant operations including production, quality control, maintenance, shipping, and receiving; worked closely with the production team to increase productivity and profitability within the manufacturing operation; supervised recruitment, hiring, training, and placement of personnel; initiated facility up-keep and capital improvements; developed and implemented an annual budget; responsible for monthly and quarterly close validations and the analyses of profit and loss, balance sheet, and income statement results.

Significant Achievements:

Completed the implementation process for a new Enterprise Resource Planning (ERP) system.

Implemented lean manufacturing processes and 5-S visual work flow systems to improve customer satisfaction.

Managed production that generated annual sales of $42 million; led crew of 190 direct and indirect employees.

AMERICAN TURNED PRODUCTS, Erie, PA

PLANT MANAGER — 05/2003 to 08/2005

Provided leadership for the successful day-to-day operation of the facility; developed quality policies and implemented procedures to review product consistency while monitoring scrap rates to determine trends and areas of improvement; reviewed established production schedules for all manufacturing departments to insure required levels of inventory were met while operating at the highest efficiency possible; coordinated the hiring and training of all manufacturing personnel; monitored operation expenses and studied methods to reduce costs while maintaining product quality; maintained and supported a superior safety and housekeeping program, including all timely communication initiatives; developed and executed the plant manufacturing budgets.

Significant Achievements:

Increased operating income from 7% to 19% during tenure due to departmental improvements and significant waste reduction.

Implemented ISO/TS 169649 Quality Standards throughout manufacturing which improved production output by 8% annually.

Purchased and installed new capital equipment thus reducing operations from a seven-day, four crew continuous work schedule to a five-day, three crew work schedules.

GENERAL ALUMINUM MANUFACTURING COMPANY, Conneaut, OH

CORPORATE VICE PRESIDENT OF OPERATIONS — 01/2000 to 03/2003

Continually promoted due to outstanding performance; managed daily operations-related activities for five separate facilities; maximized efficiencies to reduce costs, increase worker output, and create sustainable growth; determined business needs; directed and coordinated financial and budgeting processes including the management of income statements to a prepared budget; monitored revenue margins; designed and instituted organizational changes that drove growth opportunities and reduced overhead costs; developed and implemented new procedures and policies; supervised a large team of union and non-union employees and provided strategic and tactical direction to ensure organizational goals were met and that customers were continually satisfied.

Significant Achievements:

Converted a struggling company after acquisition from accumulated net losses of $6.8 million in 2000 to $2.0 million in net income by fiscal year-end 2002.

Implemented a new Enterprise Resource Planning (ERP) system across five business units.

Consolidated 5 costly business units into 3 efficient operations thus saving the company $1.0 million annually.

DIRECTOR OF MANUFACTURING — 01/1998 to 12/1999

Directed the development, planning, implementation, and maintenance of manufacturing methods for products and technologies including quality, safety, and efficiency improvements for all departmental operations; developed and implemented policies and procedures, formulated manufacturing operational strategies; recruited, hired, and mentored production employees; implemented practices that drove business results; maintained compliance with safety, state, and federal regulations; met with engineers and purchasing staff frequently to develop and administer manufacturing budgets that provided optimum manufacturing output in cost-effective ways; interacted with the Environmental Health and Safety Manager to ensure all members of the manufacturing team were trained in safety procedures and working in a code-enforced environment; acted as a liaison between department management/subordinate levels and executive levels to inform personnel of communications, decisions, policies, and all matters that affected performance, attitudes, and results.

Significant Achievements:

Led development of a new manufacturing facility in 1999 ̶ completed the project within established time frames and budget constraints.

Developed the new manufacturing facility from deficit status to sales in excess of $23.0 million by 2002.

Consolidated an acquired company (Tennessee Aluminum) into the Conneaut, Ohio location.

Researched, quantified, and implemented QS9000 quality standards into the manufacturing process resulting in increased customer satisfaction ratings and reduced waste.

Achieved optimum employee levels with the least amount of overhead and raw material costs to meet annual budgetary plan.

PLANT MANAGER — 01/1989 to 12/1997

Managed daily plant operations and maintenance; established the highest quality equipment, materials, and production standards in pursuit of annual manufacturing goals; directed department managers and monitored labor to accomplish objectives of the manufacturing plan consistent with established manufacturing and safety procedures; conferred with department managers to ensure coordination of purchasing, production, and shipping; managed income statements to a prepared budget;

Significant Achievements:

Led development of a new manufacturing facility in 1990 ̶ completed the project within established time frames and budget constraints; facility exceeded revenue goals of $18.0 million by 1993.

Implemented stringent Ford Motor Company Q1 and Chrysler Quality Management System standards that uncovered hidden product defects thus allowing correction and higher manufacturing output.

Formulated and recommended manufacturing policies and programs that guided the operation in maintaining and improving its competitive position and profitability.

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