Manager Power Plant

DOUG PABST

** ****** ** • HINSDALE, IL ***** • 630-***-**** • *********@*******.***

OPERATIONS MANAGER with extensive professional experience directing the logistics, production, manufacturing, engineering, tailored repairs, and procurement activities on a national and international scale to execute client deliverables with a close attention to quality and efficiency. Versatile change agent with a proven record of implementing Lean Six Sigma principles to transform the performance and infrastructure of manufacturers and plants, successfully optimizing workflows and capturing millions of dollars in cost savings. Dynamic team leader skilled at mentoring union, salaried, and hourly employees into strong performers, effectively developing work cultures that foster cross-functional collaboration and cohesive synergy. AREAS OF EXPERTISE

ü Plant & Production Management

ü Lean Six Sigma Manufacturing

ü Purchasing & Procurement

ü Collaborative Union Relations

ü Change Implementation

ü Cost Saving Tactics

ü Vendor Negotiations

ü Team Leadership & Training

ü Continuous Improvement

ü Workflow Optimization

ü Program Development

ü Strategic Planning

SELECT ACHIEVEMENTS

• Spearheaded a $1.9M facility expansion at Union Tank after winning executive buy-in, leading the change management logistics to successfully exceed revenue projections by $3.8M.

• Championed the development and implementation of more than 20 continuous long-term improvement programs at Headly Manufacturing to sustain QS9000 and TS16949 certifications.

• Directed a project for an overseas joint venture of a TMX brake system with China at Cardwell Westinghouse to safeguard intellectual property while amplifying production on a long-term scale.

• Orchestrated logistics to consolidate three warehouses at Headly Manufacturing and accomplish $1.2M in annual cost savings all while managing a staff of 64 combined indirect and direct reports. PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

Union Tank (UTLX) – Muscatine, IA 2017– 2020

Plant Manager

• Directed the plant operations and coordinated the complex, tailored repairs of tank cars to achieve compliance with the AAR, Department of Transportation, and the Federal Railroad Administration. o Succeeded as compliance officer to ensure each facility area and repaired tank car aligned with safety standards and federal regulations.

• Managed labor resources and employee relations, wage rate administration, and negotiations with union officials, consistently building rapport with union members to foster a cohesive, goal-oriented work culture; promoted a safe, injury-free workplace to ensure equity between production and safety expectations.

• Integrated Lean Six Sigma principles to strengthen inventory management practices, developing personnel into 2-bin, Kanban, and other Lean material techniques.

• Prioritized one-on-one engagement with employees while conducting trainings on Lean production, safety, quality, and profitability to align performance expectations and foster individual growth. Cardwell Westinghouse – Chicago, IL 2014 – 2017

Plant Manager

• Employed hands-on technical acumen to partner with Class 1 railroads and coordinate repairs and/or replacements of complex locomotive systems while managing a combined 70+ staff.

• Leveraged extensive expertise in continuous improvement to champion multiple Kaizen initiatives, accommodate for new products, and bolster safety procedures throughout the plant.

• Managed $2M+ capital improvement projects while simultaneously developing $30M+ quarterly budgets, collaborating cross-functionally with finance leaders to ensure achievement of sales targets.

• Emphasized importance of quality management and assurance by following up with key manufacturers to warrant compliance and satisfaction.

• Relocated a 10K square foot assembly line from Canada, aligning contracts from both ends and configuring logistical operations to successfully prepare for an equipment joint venture in South America that prevented competitors from procuring Cardwell Westinghouse proprietary equipment. DOUG PABST *********@*******.***

PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS CONTINUED Headly Manufacturing Company – Broadview, IL 2005 – 2014 Operations Manager 2010 – 2014

• Directed the production, scheduling, inventory, safety, quality assurance, staff development, training, vendor relations, and contract negotiations to warrant the operational success of a high-volume manufacturer, overseeing and mentoring a staff of five direct and 180 indirect employees.

• Realized need for improved inventory management practices and implemented a computerized bar-coding system to streamline steel inventories and reduce set up time by 30%.

• Prioritized team safety by establishing a comprehensive monthly safety training program to ensure the protection and wellbeing for the 190 employees operating equipment and facilitating production. o Managed the training for 15 drivers as Certified OSHA Lift Truck Trainer.

• Strategized and implemented an operator training program to reduce scrap and poor product quality, transforming the staffing schedule and effectively saving $40K in annual costs; additionally, negotiated a contract with a new oil vendor to capture $42K in annual cost savings. General Manager 2007 – 2009

• Implemented a turnaround strategy to improve manufacturing performance and delivery, achieving a 100% on-time delivery and securing $288K in annual cost savings.

• Leveraged Six Sigma tools and 5S methodology to introduce Lean manufacturing practices that reduced corrective actions for defective parts by 1600% and decreased the Cost of Goods Sold (COGS) rate by 14% which resulted in a $60K annual cost saving.

• Conducted strategic contract negotiations on a three-year union contract to capture $26K+ in cost savings, effectively strengthening union relations.

• Established a Vendor Managed Inventory (VMI) system to improve net operating income by 32% and reduce warehouse overhead by 9%; additionally, implemented a Bar Code System to track inventory, safeguard product traceability, and reduce on hand inventory by 25%. Continuous Improvement Project Manager 2006 – 2007

• Managed the continuous improvement project lifecycle and built cross-functional teams to execute initiatives by defining the scope of work, estimating costs, and facilitating team training.

• Transformed the operational excellence of facility by implementing improvements to the infrastructure, including streamlining a product line to increase productivity by 40% and save $12K in annual costs. o Introduced 5S methodology to reduce storage space by 30K square feet. o Established a standardized color-coding system for 4.2K tools to reduce set up time by 100%. o Upgraded a manually controlled equipment to CNC to increase productivity by 95%. o Designed and updated equipment for quick tool changes to decrease set up time by 70%. Maintenance Manager 2005 – 2006

• Managed and coordinated maintenance efforts for a 60K square foot facility with 125 pieces of equipment to safeguard the operational efficiency and success of manufacturing processes.

• Captured significant cost savings by applying self-motivated work ethic to initiate process improvements, including installing a Kaeser air dry system to secure $16K in equipment cost savings and operating a crane to install three energy efficient air conditioners to accomplish $3.5K in annual cost savings.

• Integrated Maintain It Pro software throughout facility to standardize an equipment service schedule, effectively streamlining processes and reducing down time by 45%. EDUCATION Bachelor of Science (BS), Aviation Technologies Southern Illinois University

CERTIFICATION Six Sigma Black Belt

Freudenberg-NOK

FAA Licensed Airframe & Power Plant Mechanic

Southern Illinois University

TRAINING Leadership Training

Muscatine Chamber of Commerce & Industry

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