Anthony J. Pleasant

P. O. Box ***

Hinckley, OH *4233

216-***-****

addlzi@r.postjobfree.com

Career Summary

Senior manufacturing leader with strong strategic and analytical skills evidenced by consistent delivery of targeted results. Direct experience with start-up’s, managing rapid growth and turn-around manufacturing facilities. Unique ability to successfully establish and sustain relationships with key internal and external stakeholders. Developed, monitored and implemented lean projects to support business strategies and achieve operational plans. Demonstrated ability to understand complex business dynamics, quickly assessing root causes and supporting rapid problem solving. Adept at inspiring, motivating and developing peers and direct reports to high performance levels.

Processing Knowledge Product Knowledge Areas of Expertise

Precision Machining Engines & Transmissions OSHA & EPA Regulations

Powder & Wet Paint Off-the-Road Tires ISO9000, TS16949 & AS9100

E-Coat, Nickel, Tin Plating Decorative Painted & Chrome Parts TPM / RcM

Rubber Mixing, Calendering & Curing ABS, PET, PE, PP Plastics Plant & Program Launches

Plastics Extrusion & Injection Bonded Engineered Composites Logistics & Warehousing

Variety of Assembly Applications Charging Systems Large Capital Projects

Employment

Applied Industrial Solutions, Inc. Company was Acquired 03/09 – 12/19

Director of Operations – Fully Integrated Custom Automation Systems OEM & Process Improvement Firm

Start-Up Company – Designed and built custom automation systems – Responsible for all aspects of the company

from attaining angel investment, P & L, developing supply chain, hiring skilled trades and establishing technical sales.

Grew business to $12.7M / year capitalizing on execution of business plan which included EBITDA of 28%,

on time delivery of 95% and awarded preferred supplier status for Tier 1 Automotive, Aerospace,

Ballistics and Alternative Energy customers.

Utilized feature to benefit sales strategy differentiating ourselves from competition. Recommended product

enhancements which reduced CAPEX initially, which secured additional business in process improvement.

Created marketing materials, web site and trade show booth.

Directly managed company during rapid expansion and YoY double digit growth.

Implemented service level agreements to ensure each customers’ expectations were met for spare parts

control, equipment drawings and reliability techniques.

Launched seven programs at customer sites, requiring PPAP, FMEA, plant layouts and capacity analysis.

Designed organization to focus on company metrics, while teaching how their work aligns with our

commitments to the customer and the resulting business profitability.

Held After Action Reviews on all completed projects – Opportunities for improvement were captured and

implemented in the ensuing orders.

Instilled a sense of urgency culture which never would impact the customer’s production plan and made a

point to celebrate our accomplishments.

Customers realized cost improvements in staffing levels, quality and productivity.

Led engineering in disruptive technology process for composite material infusion technique, eliminating

additional manufacturing processes for aerospace customer.

Differentiated ourselves in servicing down equipment, often, our competitors and implementation

of Total Productive Manufacturing (TPM) and Reliability Centered Maintenance (RcM) programs.

Automation system designs in water jets, clam shell presses, ultra-sonic welding and rolled goods let-off

adhesive applications.

The Goodyear Tire & Rubber Company, Akron, OH 02/05 – 01/09

Site Manager – Technical Center Manufacturing

Managed operations for production of racing, experimental and specialty products, delivering 2,000 tires/day

(22% increase) to NASCAR, NHRA and OE customers. Multiple site (4) responsibility with P&L responsibility,

592 employees and revenue of $120M. Primary objectives were to develop staff and technical organization, while

executing continual improvement activities to support plant metrics.

2008 YTD conversion performance is $2.2M better than forecast and $1.8M YoY.

Applied lean principles to level through ABC analysis and installed internal customer signals to address

line interruptions due to lack of components.

Implemented TPM process which enhanced stability and predictable delivery.

Safe rate and customer PPM improved 46% and 18% respectively from the previous year due to workplace

organization efforts to promote status and engagement of help chain.

Company had three-month work stoppage in 4th Quarter 2006 and met all customer requirements due to

contingency and solid training plans.

Harley-Davidson Motor Co., PTO, Milwaukee, WI 06/95 – 01/05

Plant Manager – XL Manufacturing Groups

Reporting to Vice President & General Manager of Powertrain, responsible for production of Sportster and Buell

powertrains in machining, powder coat and electrical systems – Areas process 16,500 component parts/day.

Direct and indirect reports include 14 salaried employees and 227 hourly employees.

Safe Rate metrics YTD are within planned objectives which included a 50% reduction of Lost Time.

Operating budget of $42M – YTD cost / unit was $37 below budgeted 10% task.

Model year quality for customer and internal metrics improved 14% and 31% respectively from 2003.

Key Product Characteristic Cpks’ (process capability) exceeded 1.67 for model year – representing a

21% improvement.

Conforming material / unit improved 13.6% to date, representing a $107,900 savings.

Job 1 for all new model entries met committed budget and timing objectives.

Ongoing responsibility for executing lean strategies in the areas of 5S, Visual, Pull and Standardized Work.

Manufacturing Group Leader – FL Lowers Component Group

Reporting to Plant Manager, responsible for production of Big Twin powertrains in machining areas.

Direct reports include 12 salaried employees consisting of Work Group Advisors, Manufacturing, Tool

and Reliability Engineers – Area manufacturing group consists of 150 hourly employees including machinists, assemblers and skilled trades.

Ongoing responsibility for strategic planning in component group addressing capacity, new model programs

and optimizing model mix – Capital investment for model year 2005 Job 1 totaled $31.3M.

Team was awarded 100% of Inner Primary manufacturing, following extensive redeployment of current

equipment, improved flow and cost / unit competitiveness; In-sourcing saved $966k / year.

Safe Rate metrics for period improved 58.3%.

Operating budget of $ 21.9M – Cost / unit in 2002 and 2003 was $1.40 and $4.00 below budget respectively,

Total savings $1.14M.

Quality metrics for the above period improved 36.2% with 84% of Key Product Characteristics above 1.33 Cpk.

Equipment reliability in 2003 improved 28.3%, as a result of focused autonomous maintenance and rebuilding machines, avoiding $1.7M in replacement capital.

Metal Finishing Quality Engineer

Member of corporate cost of quality initiative, cosmetic team, and corrective action board.

Developed and implemented process capability studies.

Performed Process Failure Mode Effects Analysis (PFMEA) for the paint department based

upon above findings to improve area metrics, which included strip rate, first run, and

schedule attainment Strip rate and first run improved 28.3% and 12.7% respectively.

Completed Shainin Statistical Engineering training program.

Process lead for department ISO 9000 quality system.

Responsible for internal product audit engine and transmission assemblies.

Ford Motor Company, Engine Division, Lima, OH 05/89 – 05/95

V6 Piston Project Supervisor

Directly responsible for production, maintenance, and construction projects related to the movement

of an existing line, while installing $16M of new equipment.

Involved directly with suppliers, hourly personnel, product engineers, and area management for

attaining manufacturing feasibility and Ford Production System requirements including process capability,

work standards, visual controls and inventory control systems.

Met production schedules for 1994 engine build (3.6M pistons) while completing scope and timing objectives

for 1995 Corporate Average Fuel Economy (CAFE) requirements.

Implemented company programs that are associated with a machining area:

Visual Factory Gauging Centers Block Tool Change

Team Meetings Maintenance Crib Control TPM

Dimensional Control Plan (PFMEA) Supervisor

Trained and assisted employees and area management on PFMEA content.

Replaced area management while they researched their respective systems.

Edited and published DCP manuals per individual operation in the affected machining areas.

Maintained day to day operations and made improvements using DCP techniques.

V6 Cylinder Head / V6 Cylinder Block Production Supervisor

Met component part requirements for V6 engine assembly (600,000 units / year).

Improved health and safety objectives – Attained both company and international awards.

Achieved area quality system awards, sponsored by Ford Motor Company.

Prepared weekly scrap, tooling and maintenance material reports in efforts to improve area cost.

Scheduled employee overtime and vacation consistent with the UAW Contractual Agreement.

Acted as direct liaison between engineering, suppliers and maintenance.

Implemented block tool change system, realizing cost and quality rewards.

Education

BSBA Bowling Green State University, Bowling Green, OH 1989

Production & Operations Management

Procurement & Materials Management

Economics (Minor)

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