Manager Engineer

William L. Cargile

*** ***** **

Arkadelphia, AR 71923

Cell 903-***-****

Experience

Danfoss 2011-Present Arkadelphia, AR

GM/Director (Dec 2019 – Present)

Add’l responsibilities include:

All Plant P&L’s

Overall Facility

Oversight of all value streams in the factory (3)

200 total associates (150) and salaried positions (50)

COVID-19 response

Maintain day to day operations

Build huge safety stock for closure

Manage the final closure of the facility in late 2020

Value Stream Manager (Sep 2015 – Dec 2019)

Responsible for the Commercial Compressor Line Manufacturing Operations for Residential and Light Commercial scroll compressors

P&L responsibility (Direct Labor, Scrap, OVMC, fixed expenses)

12 Direct Reports (Manufacturing and Logistics supervisors, Process Engineering manager and, Quality managers)

~100 Hourly associates

Zero Lost time accidents in production 2016 to present

In 2019 I was given the additional responsibility to oversee the Receiving and Logistics teams who support all material handling to and from the operational areas

Average 8% YOY productivity improvement

Improvement in on-time shipment to customer, +99%

Jan - April 2017, Feb – May 2018 took over as temporary value stream manager for the Condensing Unit line in addition to normal Compressor VS activities

An additional 6 direct reports and ~50 hourly associates

Global Project Manager (July 2011-Aug 2015)

Responsible for the development of Global Projects for Residential and Light Commercial scroll compressors

Business case development (cost, price, volume, expenses, capital, technical and commercial feasibility)

Team resource development

Project scheduling

Risk identification and reaction planning

Design development and testing verification

Marketing analysis and launch planning

Industrialization and product verification

Customer interactions and samples

Day to day project management

Project status reporting (local, by facility, and division levels)

International travel (China and Mexico)

Completed development projects

Variable Speed Residential / Sales $40M US over 5 yrs

Variable Speed Roof Top / Sales $1M US over 5 yrs

Rebranding of Current Product / Sales $37M US over 5 yrs

Variable Speed (Specialty for Australia) / Sales $3M US over 5 yrs

Precision Roll Grinders 2006-2011 Texarkana, AR

General Manager

Full responsibility for all aspects of the Texarkana operation for PRG including:

P&L

Day to Day facility operations for a Roll Service Facility catering to many industries, Paper, Steel, Aluminum, Plastics, and Wind Energy

Sales covering Arkansas, Texas, Oklahoma, Louisiana and Mississippi

Annual Budgets

Human Resources

Direct Engineering/Shop floor control, direction, and problem solving

$20M US worth of equipment and facilities

Protecting the shareholder’s investment with every decision

100% attainment of controllable income in 2008

Added many new customers in 2008 and 2009 and solidified future relationships with countless others

Weathered the storm of the recession in 2009 thru 2010 with careful cost controls

Improved roll service through-put from an average of 22 days to 8 days for three years

Directed improved labor efficiency, employee training, and better internal and external documentation and communication

Emerson 1992-1996 & 1997-2006 Multiple Locations

EMERSON – Business Unit Manager (2004-2006 Mexico)

Managed the daily operations of a 110,000 Sq. ft. Stamping, Die Casting and Machining Facility producing Electric Motors

Direct supervision of (3) Superintendents, (9) Supervisors, and ~250 Operators

Indirect Responsibility for Maintenance, Tool Room, Materials, Quality and Engineering activities in the facility

20 Punch presses, 9 Die Casters, 5 Steel Slitting lines, 4 Annealing Furnaces, 2 Burn-off Furnace, 5 Rotor Bluing furnaces, 8 Rotor Boring machines and a host of support and auxiliary equipment. Approximately $50M US worth of equipment

Facilitated the addition of (6) Punch Presses, (2) Die Casters, (2) Rotor Boring machines and continued to increase the number of double row dies

EMERSON - Resident Engr. Manager (2000-2004 Russellville, KY)

Improved Sample Motor Order completion from 40% on-time to 100% on-time for two consecutive years

Supervised the activities of the Reynosa, MX facility Resident Engineer, Sample Coordinator, and Testing Technician

Led project to approve Nucor, as a new steel supplier, for laminations

Problem solving teams, including the resolution of issues with motor protectors, varnish use in the motor, steel issues, and customer issues

Managed the day-to-day interaction between the Russellville facility staff and the St. Louis design engineering team. With responsibility to approve or deny deviations for the product

Assigned to the recovery of the Reynosa, MX facility after a severe fire. 50% of the plant was running within the first week and projects scoped out and initiated to get the rest running within 3 months. This was a very challenging and rewarding experience

EMERSON - Senior Manuf. Engineer (1997-2000 St. Louis, MO)

Initially hired to EHMD for the specification, installation and start-up of the Hermetic Motor Division Reynosa, MX lamination stamping facility

Researching many know existing problems in laminations with the objective of defining those problems and then solving them prior to the specification of the equipment and tooling required for the plant

Solutions developed and applied through formal documentation of “Best Practices”

Developed and documented the “Emerson Motor Company Die Standard” which was originally written for the Reynosa plant

Worked to clarify drawings, revise bills of material, alter Engineering Standards, design gages, write capital appropriations, develop and track project budgets, and tracked schedules

Supervised the activities of several suppliers to specify and coordinate equipment designs, costs, installations and schedules

Trained personnel to ensure that they understood all the details of the project and actively contributed to the project

Exceeded the planned start-up requirements of the Reynosa Lamination facility

EMERSON - Laminations Manf. Engineer (1994-1996 Rogers, AR)

Primary responsibilities in this position included repair, tooling, print and project tracking for many carbide progressive motor lamination dies and several punch presses

Responsible for a small number of low speed forming and stamping dies, and their auxiliary equipment

Trained personnel as to the safe and proper use and servicing of all pressroom equipment

Specification, purchase and project tracking for all the engineering projects in the lamination department

Worked to specify and enhance manufacturing processes and tools

Designed and implemented a die repair-tracking program, written in Access. This program tracked tooling usage, tool repair, and man-hours using a real-time data entry approach

EMERSON - Manf. Co-Op Student (1992-1994 Rogers, AR)

Worked six semesters to learn the skills needed to become a manufacturing / tooling engineer

Toray Plastics 1996-1997 Front Royal, VA

Plant Mechanical Engineer

At Toray (a new Japanese plant start-up) completed several projects including a pallet rack system, wire guided fork trucks, 300,000-gallon fire protection system, and a robot based packaging machine. A total of around $1.6M US in capital investment.

Involved testing, start-up, safety, and troubleshooting of plant processes.

US Army Reserve 1988-1994 Fort Smith, AR

Sergeant – Wire Systems Installer

Education

University of Arkansas 1990-1995 Fayetteville, AR

B.S., Mechanical Engineering.

University of Phoenix 2001-2004 ONLINE

MBA, Business

Other Education and Training

Module 1 Danfoss “DOLL” training – Danfoss Operational Lean Leadership – 2012

Introduction to Product Development 2014

Lean planning and Crunching 2014

Project Risk Management 2014

Milestone Planning 2014

Medical First Responder – certified and active 2014

PPE, Basic Fire Fighting, Wild Land Fire – certified and active 2014

Module 1 Danfoss Leadership in Product Development 2014

Market Launch Introduction 2014

Danfoss Productivity Program Fundamentals 2015

5S

Kaizen Process

Kanban

Measure to improve

Tactical implementation planning

Shop floor audits

Flexible Manpower System - Line Balancing

Material Information Flow Analysis (MIFA)

Current State Diagnostics

Single Minute Exchange of Die (SMED)

Standard Operating Procedure (SOP)

Indirect Procurement Buying 2016

Introduction to Root Cause Problem Solving 2016

Introduction to Product Development Program: Execution Process 2016

Maintenance by Operators 2017

Flexible Manpower System – Resource Balancing & Line Balancing 2017

Kanban 2017

SMED 2017

Overall Equipment Effectiveness (OEE) 2017

Material and Information Flow Analysis (MIFA) 2017

Day in the life of Analysis (DILO) 2017

Current State Diagnostics 2017

Measure to Improve 2017

Standard Operating Procedures (SOP) 2017

5S 2017

Tactical Implementation Plans (TIP) 2017

Shop Floor Audits 2017

Change Control 2017

2018/2019 – 28 Weeks of one-on-one Leadership Coaching / Mentoring

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