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

Lansdowne PA *****

717-***-**** / adg5k4@r.postjobfree.com

Manufacturing and operations leader who develops a collaborative team environment designed to achieve strategic and tactical targets. Integrates planning and structure that provides peers and team members with clear goals, objectives and direction to achieve their successes. Able to apply practical and scalable project management tools to achieve success for new product development, process improvement and capital improvement projects. Leads, develops and sustains productive teams by hiring the right people, supporting their development and providing constructive feed-back without micro-management. Listens to customers, vendors, partners, employees and other stakeholders to establish and maintain open and honest communications.

Experience

Sonnax Transmission Company Inc.

08/18/16 – 09/30/20

Remanufacturing Operations Director

Successfully relocated two manufacturing operations to the company site in Laurinburg, NC.

Developed and implemented improved manufacturing management process with a focus on communications, accountability, cost improvement and innovation.

Implemented KPI’s and performance management metrics

Led the transition from cost center to profit center. Introduced new KOI’s based on ones introduced at the corporate level.

Corrected delivery performance issues by focusing on high running products, cross training and performance management.

GVM Inc. – Manufacturer of agricultural application and snow equipment

01/07/13 – 02/15/16

Vice President Manufacturing

Developed and introduced new self-propelled 400 gallon sprayer. This was accomplished in nine months from start of engineering to first production ready machine.

Developed engineering process for managing changes, CAD data, and bills of materials. This was accomplished to provide structure, improve planning and lower adverse impacts on manufacturing.

Introduced and implemented MRP. Planning for component procurement and manufacturing.

Achieved cost performance improvement from 7% above production standard to 2.5%.

The Volvo Group – Manufacturer of heavy-duty trucks and powertrains

10/06/93 – 01/06/13

Volvo Parts

08/01/08 – 01/06/13

Vice President Remanufacturing Middletown

Led the transition from cost center to profit center. This involved moving from a budget based performance system to a profit based system. New responsibilities included strategic planning for product positioning, interfacing with customers, implementing continuous improvement, developing and meeting new analytics for engineering, production and procurement.

Collaborated with Aftermarket Sales Team to develop a service based scheduling system focused on customer need in addition to historical demand. This was done to improve product availability, control finished goods inventory and to better anticipate volume changes market conditions.

Implemented the Volvo Production System methodology to improve manufacturing flow and quality. This was accomplished by training, appropriate staffing and strong participation from upper management.

Led the participation in the Volvo Group attitude survey. The program is designed to gather employee input, develop employee teams, successfully implement identified improvements and improve employee involvement. We measured participation, satisfaction with the company and initiative implementations.

Acted as second chair for Local labor negotiations. Successfully negotiated reduced job classifications, elimination of COLA increases, and acceptable wage increases.

Active member of two executive management teams. Volvo employed a matrix management strategy that included functional (Remanufacturing) and market (Volvo Parts NA) driven components. This was done to coordinate both industrial and geographical synergies.

Utilized SWOT analysis to develop strategic plans for both Remanufacturing and NA Logistics. This was done to maintain a global product focus with local adaptations to support specific regional areas.

Mack Trucks, Inc.

09/01/06 – 07/31/08

Manager Remanufacturing Products

Assisted in developing and implementing the Global Remanufacturing Operations group within the Volvo Group. The new structure brought together four independent remanufacturing operations together into a single manufacturing unit. This structure supported the development and sharing of salvage and repair techniques and a global strategy for the business unit.

Established monthly newsletter to improve employee communications.

Led the operations team to meet annual budgetary goals. This allowed the different functional groups to take ownership of their budgets. Success was measured by metrics tailored for these groups and aligned to the overall budgetary goals.

Developed business case for capital investment supporting product expansion. The business case format allowed for a better prioritization of company assets and resources. Achieved ROI was greater than 34%.

Justified and implemented organizational changes to include full-time positions for human resources professional and health, safety and environmental professional. This was done to improve safety performance and improve employee support.

Supported ISO and OSHA compliance by participating in shop floor process audits. As the manager of the facility my participation demonstrated the importance of safety and following established processes.

Volvo Powertrain North America

10/06/93 – 08/31/06

Divisional Leader Industrial Development – New engine programs

Led project for the local adaptation and implementation of a twenty million dollar capital investment. The project team was cross functional with engineers, procurement professionals and operators. The scope of the project included budgeting, equipment specifications, plant layout, safety requirements, troubleshooting processes, scheduling and initial production release.

Development of global engine assembly process. This common process was deployed in three countries to achieve uniform quality and process controls.

Completed Demand Flow Technology certification. Used as the base theory for the assembly process and training provided for all involved in the production assembly process.

Atlantis Assembly Team Leader (international assignment)

Led the global assembly team in the design of the assembly process, equipment selection, and prototype assembly planning for the next generation heavy duty truck engine for Mack Trucks and Renault Trucks.

Developed an international team composed of both French and American members to foster a group effort to support both brands. Team location was the Centre Technique Rueil in France.

Divisional Leader – Manufacturing Engineering

Led the Engine Production Manufacturing Engineering team.

Completed ISO lead auditor certification. This training was necessary to be able to conduct internal surveillance audits for our ISO certification.

Achieved manufacturing ISO certification for the Manufacturing Engineering Team. This contributed to the entire site achieving ISO certification.

Led cost improvement project development. This allowed the company to offset some of the costs of new emission regulations. Savings achieved were greater than 10% per annum.

Manager Cost Improvement

Achieved annual goals for product cost improvement.

Established metrics and communications for planning and progress. Worked with matrixed cross functional teams to achieve improvement projects in various functional areas of the organization.

Project Engineer

Developed a relational database system for routings, manufacturing standards, and progress reporting. This allowed the engine and transmission production business teams to accurately track savings and performance as well as develop focused efforts on problem product lines.

BMY Combat Systems – Manufacturer armored artillery and support vehicles

10/81 – 07/93

Project Engineer

Developed manufacturing responses for new defense contract bids.

Senior Production Engineer

Developed plant industrial capacity simulation model. This used to monitor production capacity and provide the Government with our theoretical maximum capacity.

Evaluated, justified and selected software solutions for manufacturing simulation.

Mechanical Engineer

Led design based cost reduction team.

Manufacturing Engineer

Specified and implemented submerged arc welding machine and vision system for welding armored recovery vehicle hull manufacturing. The project resulted in reduced manufacturing time and improved quality levels.

Implemented CAD/CAM analysis for developed length of formed components. This provided a consistent methodology resulting in improved raw material yields.

Industrial Engineer / Statistical Technician

Performed time studies for welding and machining process.

Utilized Statistical Process Control methodology for process improvements.

Learned CNC programming, welding processes, machining processes and quality processes.

Core Competencies

Leadership

Manufacturing

Project Management

Product Development

Change Management

Organizational Development

Team Development

Strategic Planning

Analytics

Analytical skills

Detailed analytical studies utilizing Excel and data mining

Utilization of relational database programs for operational analysis and progress measurement

Computer Process Simulation (Arena, SimFactory and AutoMod)

Project Management

CAD / CAM (Auto-Cad, Vis-view digital mock-up, Product View, E-drawings)

Education

Master of Engineering

Engineering Science, Industrial Engineering

Pennsylvania State University, Harrisburg, PA.

12/1989

Bachelor of Science

Science, concentration in Industrial Engineering

Pennsylvania State University, State College, PA.

08/1981

References are available upon request.

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