Michael P. Bernholtz

***** * ***** **.

Olathe, KS 66062

Cell: 719-***-****

E-mail: addrae@r.postjobfree.com

An accomplished, results oriented senior level manager with strong leadership and operational experience, chemical manufacturing and chemistry process control. Demonstrated abilities in vision development, strategic planning, Data collection and analysis, change management, team building, cost control and organizational effectiveness. I have expert experience in Lean Manufacturing, 6 Sigma, ISO 9000, and QS 9000. An individual possessing a positive outlook with a good sense of humor, high values, solid family relationships, strong work ethic and unyielding integrity. With over 20+ years of senior leadership experience, I am looking to expand my talents and expertise into new and challenging career opportunities!

PROFESSIONAL EXPERIENCE

Arrow Acquisitions LLC, Lenexa, KS May 2017– Present

Plant Manager

Overall plant leadership, lean program implementation, safety, engineering, quality, team building, production planning, organizing, and budget responsibility for a $31 million dollar commercial fork lift / telehandler attachment manufacturing operation.

Plant Manager in charge of all production personnel, Quality Engineer, Maintenance, Fabrication team, Paint and Assembly, training, Safety, Logistics for shop supplies, Welding shop, and facilities in a non-union operation.

Direct all daily production planning and output, directing capacity, cost management, 5S and quality action teams, safety, and leadership of 65+ operators, 2 Supervisors, 1 Engineer, and 4 leads. Expanded capacity on all equipment over 16%.

Initiated and directed cost savings projects in bulk gas conversion, weld wire conversion, PPE vending services to an overall average cost savings of over $80,000 annually or an average of 23% operating materials.

Created standard work for safety, training, production, and shipping. Recreated the tier 2 meeting and tier 1 control boards to add accountability boards, new safety card program.

Reinstituted a safety program, Track key production KPI’s. Built a production capacity model utilizing the sales forecast to set production goals and tier one standard work boards.

Averaged and sustained 98.6% on time to complete for first 3 months, record output all 3 months.

Increased average yield by implementing lean and quality initiatives, scrap reduction projects, and many critical SOP’s into the daily process.

Created and implemented new training and cross training system to increase process knowledge, tighten process control, increase tool availability, operator efficiency, and overall site throughput. Reduced staffing 14.5% while increasing capacity and output by over 22%.

Harley-Davidson Motor Company, Kansas City, MO January 2017– May - 2017

Production Supervisor-Contract

Overall production leadership, lean program implementation, safety, quality, team building, production planning, organizing, metal welding, stamping, and fixture manufacturing operation.

Supervisor in charge of all production personnel, fabrication frame Weld, training, safety, CM board, and 5S upkeep in a union operation.

Direct all daily activities and lead 1st shift. Directing daily capacity, cost containment, 5S and quality, safety, and leadership of 20+ operators to record product output. Assisting team in reducing errors and expanding capacity on FlexArc robotic weld systems to attain 70+ frames per shift

Helping to update standard work for safety, training, production, and shipping. Leading team huddle and maintaining Lean CIS Control Board for Frames.

United Rotary Brush Corporation, Lenexa, KS March 2015– December 2016

Plant Manager

Overall plant leadership, lean program implementation, safety, engineering, quality, team building, production planning, organizing, and budget responsibility for a $35 million dollar commercial rotary broom manufacturing operation.

Plant Manager in charge of all production personnel, Engineering, Maintenance and Fabricator Team and new equipment design, training department, Safety, Logistics and fulfillment, Welding shop, and facilities in a non-union operation.

Direct all daily activities and lead 3 shifts directing capacity, cost management, 5S and quality action teams, safety, and leadership of 65+ operators, 3 Supervisors, 2 Engineers, 8 techs (line maintenance and equipment engineers) to record product output. Expanded capacity on all equipment over 30%.

Managed and directed the conversion of all machine design and product drawings from Auto-Cad to Solid Works. Assisted in the design and managed custom machinery fabrication.

Initiated and Directed cost savings projects in tube rolling, injection molding of gutter blocks and poly regrind recycling to an overall average cost savings of $700,000 annually.

Created standard work for safety, training, production, and shipping. Recreated the tier 2 meeting and tier 1 machine control boards to add accountability boards, new safety card program, and introduced Quick Wins Kaizen systems.

Reinstituted a safety, quality management, preventative maintenance and continuous improvement systems that were nonexistent. Designed and built production databases to track key production KPI’s. Built a production capacity model utilizing the sales forecast to set production goals and tier one standard work boards.

Averaged and sustained 99.4% on time to complete for 2016, up 12.3% from 2015.

Increased average yield from 91% to 97.6% over first year implementing lean and quality initiatives, scrap reduction projects, and many critical SOP’s into the daily process flow.

Created and implemented new training and cross training system to increase process knowledge, tighten process control, increase tool availability, operator efficiency, and overall site throughput. Reduced staffing 21% while increasing capacity and output by over 30%.

Implemented new TPM program, increased PM compliance on machines from 0% to an average of 99.2% in 2015. Average OEE increased over 12% in 2015 as a result.

Reduced finished goods inventory by 22%, increased internal storage by 18% reducing storage costs by $2000 monthly

Sealed Air Corporation, St Joseph, MO March 2014– March 2015

Production / Lean Operations Manager

Overall Production leadership, lean program implementation, safety, quality, team building, production planning, organizing, and budget responsibility for a $110 million dollar food grade plastics manufacturing operation.

Production / Lean Operations Manager in charge of all production personnel, line maintenance and equipment services team, training department, Safety program, Logistics and fulfillment, and facilities for the entire site in a non-union operation.

Direct all daily activities and lead all 4 shifts directing capacity, cost management, 5S and quality action teams, safety, and leadership of 110+ operators, 4 process technicians, 4 leads, 14+ techs (line maintenance and equipment engineers) to record output.

Averaged and sustained 99.8% on time to complete for 2013, up 2.3% from 2012.

Increased average yield from 96% to 98.7% over first year implementing lean and quality initiatives, scrap reduction projects, and many critical SOP’s into the daily process flow.

Created and implemented new training and cross training system to increase process knowledge, tighten process control, increase tool availability, operator efficiency, and overall site throughput.

Implemented new TPM program, increased PM compliance on machines from 78% to an average of 98.9% in 2013. Average OEE increased over 7% in 2013 as a result.

Reduced finished goods inventory by 22%, increased internal storage by 50% which decreased our storage cost without Pony vendor by over $1 million annually.

Lead and coached the team in lean in their first Hoshin, created standard work for safety, training, logistics, and shipping. Recreated the tier 2 meeting and tier 1 machine control boards to add accountability boards, new safety card program, and Quick Wins Kaizen systems.

Diamond Wire Material Technologies, Colorado Springs, CO February 2011 – March 2014

Plant Operations Manager

Overall Production leadership, quality, team building, planning, organizing, and budget responsibility for a $30M Photovoltaic, Sapphire, and Wafer wire business with 300 employees based at manufacturing and technology facilities and sales offices in the US, Switzerland, and China.

Operations manager in charge of all production personnel, line maintenance and equipment services team, training department, process engineering projects, planning and fulfillment, Quality Control, and facilities for the entire site in a non-union operation.

Direct all daily activities and lead all 4 shifts directing capacity, cost management, 5S and quality action teams, safety, and leadership of 130+ operators, 5 Section Managers, 14 leads, 12 engineering techs, and 15+ techs (line maintenance and process engineering) to record output, quality, and increased revenue.

Averaged and sustained 99.8% goal attainment for 2012-2013, up 18% from 2011.

Increased yield from 67% to 98.7% over 3 years implementing 5S initiatives, Scrap reduction projects, and many critical SOP’s into the daily process flow.

Managed planning and fulfillment to sustain a 99% on time delivery KPI

Created and implemented new capacity model to better plan for output based off tool availability, operator efficiency, and overall site throughput.

Reduced production cycle time by 22.5% by eliminating Core wire clean and wire baking processes in line.

Implemented Pay-Out teams, reduced spool change out time 42%, increased efficiency and reduced staffing by 10%.

Managed projects in reducing overall cost per meter from $.22 per meter in 2011 to currently $.09 per meter today with a plan to be at $.05 per meter by March 2014.

Atmel Corporation, Colorado Springs, Colorado December 2003 - September 2010

Photolithography Section Manager

I was selected by production manager for a specific assignment to improve manufacturing performance in the photolithography business unit for a 25% production ramp. Responsibilities focused on driving immediate improvements in Quality, Production output, Cost Productivity, Environmental and Safety performance and in overall operational excellence.

Promoted to Department manager in charge of all Production personnel, maintenance equipment services and engineering for the Photolithography department which is responsible for over 51% of all production on site

Directed daily activities and lead the department in all aspects of capacity, cost management, 5S and quality action teams, safety, and leadership of 230+ operators, 9 supervisors, 1 project IT supervisor, 2 managers, 13 engineers, and 35+ techs (maintenance and engineering) to record output, quality, and increased revenue.

Averaged and sustained 100.8% goal attainment for over 4 years, up 1.87% historically

Reduced scrap per thousand from .55 per 1k to.187 per thousand wafers shipped over a period of 4 years, a 66% reduction

Reduced cost per production move over 43% in 3 years, reduced contracts from $18M per year to $2.6m per year over those 3 years, hired in expertise and aggressively brought in new low cost OEM suppliers.

Implemented and drove a resist conversion and consolidation program reducing average cost per gallon from $450 to $289 per gallon and obtained faster photo speeds resulting in higher stepper output.

Drove cycle time in Photo down over 23% and implemented and sustained a 5S Quality Improvement program.

Atmel Corporation, Colorado Springs, Colorado October 1995 - December 2003

Senior Production / Project Supervisor

Overall responsibility for projects in Photo manufacturing and all consumables needs for clean room at over $2M per year. Negotiated and managed all contracts with Fisher Scientific for clean room supplies.

Promoted to Project Supervisor, managed projects for Diffusion and Thin films, worked on capacity models, ramp plans, new tool needs and area planning.

Wrote a diffusion capacity model and developed a total area flow sheet with all recipes, production times, cross-loads, and delivery area’s

Assisted in the development of a workflow coordinator-training program to focus in the tactical approach to controlling late and static WIP as well as maximizing Photo’s capacity

Led the Fab3 team in developing a new pilot program, which resulted in a substantial weekly cost savings as well as more dependable service to the facility

Promoted to Production Supervisor, managed all functions of Photolithography (2 years), Diffusion (3.5 years), and Implant (3.5 years), Thin Films 6 months, Strip and Etch (1.5 years) areas of production. Shift lead supervisor for 6 years.

Managed staffs of 60+ employees, performance reviews, hiring and disciplinary activities, and directed employee development

EDUCATION

Master's Degree, Technologies Management

University of Phoenix 80921, Colorado Springs, CO August 2000 – May 2002

Bachelor's Degree, Business Management

Mid-America Nazarene University Olathe, KS September 1990 – May 1995

PROFESSIONAL DEVELOPMENT

6 Sigma, 5S, and Hoshin / Kaizen Training

LANGUAGES

French

Intermediate

Spanish

Intermediate

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