Donald L. Burns

**** ****** **. *****: 616-***-****

Cell: 616-***-****

Dorr, Michigan 49323 adhr9d@r.postjobfree.com

OBJECTIVE

Management position with special interest in Lean Manufacturing, Total Quality Management, Continuous Improvement, and Performance Excellence. SUMMARY OF QUALIFICATIONS

My years of experience in manufacturing, quality, supervision, and continuous improvement gives me the ability to effectively analyze situations, make sound business decisions, and solve problems. Other qualifications include: Lean Manufacturing, salesmanship, cost reduction, leading change, implementing scheduling systems, developing workcells, process improvements, and employee development. EXPERIENCE AND ACCOMPLISHMENTS

Benteler Automotive, Holland, Michigan (2018 to 2020) The company was founded back in 1876 and boast of 26,000 employees worldwide. The Holland Plant specializes in aluminum and is known for supplying front and rear bumpers to almost every automaker in world. Production Unit Manager (Oct. 2018 to July 2020)

Responsible for three shifts in the Assembly division, Provided guidance and leadership to three supervisors, three setters, one engineer, and approximately 70 associates.

Responsible for achieving all KPI (Key Performance Indicators) targets for the department. Overtime equalization, OEE, Safety, training, quality, and Red/Green hourly performance.

Launched three new Corvette products (Crash cans, A-pillars, and Seatbacks) with the launch team. In charge of the welding and assembly of these new products.

Developed a plan with engineering to move seven work centers and created a WIP area designed to hold no more than three days of WIP inventory on hand.

Worked with engineering to improve equipment to reduce downtime and eliminate quality issues for our customers.

Used lean tools to develop layouts to look at reduce manning by balancing work load. Also developed a plan to combine two cells into one that used the same bumper. Third shift Production Manager (April 2018 to Nov. 2018) Responsible for third shift production, quality, and maintenance. This consisted of five departments; Extrusion, Bumpers, Structures, Components, and Assembly.

Worked directly with supervisors and setters on improving HPH and reduction of downtime.

Developed a die tag procedure to eliminate wasting time by putting in tools that were pulled for bad performance but didn’t make it into the tool room. Donald L. Burns

L & W Engineering Co., Holland, Michigan (2017 to 2018) For over 40 years L&W has been a leading Tier 1 supplier in the automotive industry, specializing in metal stamping, welded assemblies, and hot stampings. L&W was formed in 1973, and has since grown into a dynamic and sophisticated company all while maintaining consistent ownership. The company is headquartered in New Boston, Michigan, but has locations in Michigan, Ohio, Tennessee, and Texas. Plant Superintendent (April 2017 to April 2018)

Responsible for three shifts, five supervisors and approximately 100 associates, in fabrication department.

Specializing in robotic welding (mig and resistance).

Successfully launched nine new production lines for GM. Completed all MRD builds on schedule and met all run of rate targets. Plant was awarded GM supplier of year which is only given to the top 3% in the world.

Developed teams to help improve overall HPH’s and focus on cost improvements / cost reductions. Acemco Incorporated, Spring Lake, Mi (2014 to 2017) A tier II Auto company also specializing in an array of other products such as bowling equipment and office furniture. Our company is becoming a leader in West Michigan for tier II automotive companies as we continue and expand our customer base.

Quality Supervisor (June 2016 to April 2017)

Responsible for the Quality department for the Stamping and Diversified Plant. I managed the Quality Engineers, Quality Auditors, Quality Techs, and CMM Operators.

We strived to improve and update all procedures and policies pertaining to quality. For example, redesigned the quality alert process, labeling process, dock audit process. All designed and written to train the associates to protect our customers from rejected and nonconforming product.

Overseen over 100 PPAP’s for new and takeover Stamping tools for Magna and Cosma.

Overall targets were to bring the company more in line with the TS-16949 standards.

Created a better relationship with our customers with timely response and a teamwork approach to issues or concerns.

Diversified Plant Supervisor (Feb. 2015 to June 2016) Responsible for all operations of the plant from manufacturing, shipping, sales, hiring, establishing deadlines, new product launch, quality, and schedule completions. This plant specialized in mig/tig welding, tube cutters, tube bending, tube forming, laser, press brake, and final assembly.

Helped turn this plant around and made it profitable within the first three months. Plant was losing approximately $12,000 per month. Increased profits between $75,000 to $100,000 per month.

Reduced overtime from12 hrs. a day, seven days a week to working 8-10 hrs. a day, five days a week.

Helped drive up morale amongst the associates and reduced employee turnover.

Developed a TS procedure for 5’s for the corporation to implement. Stamping Supervisor (Sept. 2014 to Feb. 2015)

Provided leadership to approximately 30+ employees on third shift.

Improved overall production by training associates on achieving HPH daily goals.

Reduced quality issues through training and accountability. Donald L. Burns

L & W Engineering Co., Holland, Michigan (2005 to 2014) Automotive company that continues to grow as one of the leading suppliers for GM, Ford, Chrysler, and Honda. We do so by supplying great quality and competitive pricing. Supervision ( March 2005 to Sept. 2014)

Effectively provide leadership and guidance to all three shifts. Manage up to an average of 35 employees and some times up to 60 employees. Lead others and establish goals for measuring Safety, Quality, and Cost. Supervised in both press and fabrication areas.

Improve production rates thru OEE (employee efficiency and equipment reliability)

Implement 5’s and TPM into the work areas

Apply Lean Manufacturing tools to improve process flow and inventory reductions

Reduce manning or hiring more employees through developing and improving cell layouts.

Reduce and eliminate quality issues with our customers by leading cross functional teams on problem solving issues.

Brown Corporation of Ionia, Ionia, Michigan (2003 to 2005) A company striving to be the best supplier for the automotive and transportation industries. By focusing on four key principles: Quality, Cost, Delivery, and Safety. Customer Service / Factory Planner (Oct. 2004 to March 2005) Maintain a daily relationship with customers and balancing the schedule needs for the plant.

Creating schedules for the plant based on customer demands (EDI releases, kanban triggers, and daily releases)

Handling issues with customers (shortages, trucking issues, schedule drop ins, and checking SMART System)

Dealing with management with scheduling issues, inventories, and planning for necessary equipment downtime

Reduce expedite cost from up to 30,000 dollars a month down to zero dollars a month with proper schedules to the production areas and to our paint suppliers.

Night shift Supervision (Nov. 2003 to Oct. 2004)

In first six months I received the second highest rating amongst salary staff. Provided guidance and leadership on day to day operations in production areas to approximately 45 employees.

Improved productivity by an average of 20 %.

Established goal boards to achieve maximum output from work cells

Reduced manning where not needed through improving production flow and improving work cell layouts

Eliminated unnecessary waste and reduced inventories by using lean manufacturing experience

Improve ergonomics and kanban flow by designing carts and racks made by Creform tubing rack systems Steelcase Inc., Grand Rapids, Michigan (1988 to 2003) A Fortune 500 company with industry leading revenue of $3.9 billion. Lean Manufacturing (2001–2003)

Enabling continuous production flow through lean manufacturing projects.

Defining product flow lanes for efficient manufacturing

Redesigning and organizing work areas into workcells to optimize flow

Labeling product for ready identification

Supervision (1998–2003)

Provided guidance and leadership on day-to-day operations in production areas to approximately 40 employees in the File Plant.

Ensured product quality and system effectiveness Donald L. Burns

Established lean manufacturing principles in production areas

Ensured Kanban were right-sized, maintained, and effective

Led cost reduction projects and achieved inventory reduction

Implemented new APS (Advance Planning System) scheduling system in the File Plant

Developed scheduling systems by writing programs using Business Object software

Wrote work instructions to support effective sequencing of product for three paint lines

Ensured training and safety requirements were met Quality Inspector / Automation Improvement Technician (1996–1998) Provided quality leadership to ensure ISO 9000 based quality system was implemented and maintained.

Educated employees in all aspects of the quality system

Implemented preventive action and worked with supervision on corrective action issues

Reviewed work instructions for suitability and effectiveness

Improved processes and product by implementing quality tools (capability studies, Kaizens, poke-yoke, gage R&R, SPC, and SMEDs)

Led safety initiatives for the entire second-shift. Responsible for training all safety captains and overseeing the safety program.

Nightshift Supervision (1995–1996)

Provided guidance and leadership on day-to-day operations in production areas to approximately 63 employees in the File Plant.

Welder / Brake Operator / Assembler (1988–1995)

Established myself as a leader in production by running all operations. Produced all parts and components for lateral cases.

EDUCATION

High School with special emphasis on college prep classes including Spanish, English, algebra, biology, chemistry, typing, and public speaking. Oakridge High School, Muskegon, Michigan (1983) Associates of Science in Information Services with special emphasis in communications, digital electronics, laser and microwave technology, basic electronics, trouble-shooting, and computers. ITT Technical Institute, Grand Rapids, Michigan (June 1985)

Undergraduate Degree Work with special emphasis in quality principles, quality management, and visual factory. Davenport University, Grand Rapids, Michigan (1998) LEARNING AND DEVELOPMENT

Steelcase University, Grand Rapids, Michigan, training in leadership, communications, leading effective meetings, PFMEA, GD&T, variation analysis, calibration, metrology, blue print reading, process qualification, SPC, Gage R&R, Poke Yoke, welding, robotic programming/welding, and Hilo driving. I’m efficient in Microsoft Word, Excel, and PowerPoint software. I’ve also trained in Business Objects and SAP software. AWARDS AND CERTIFICATIONS

Purpose Driven Leadership Training, Express Employment Professionals, March-May 2019. Fanuc RJ-Series Robotic Training Certification, Lincoln Electric Automation Division, June 25-27 2001. Lean Manufacturing Certification, University of Michigan College of Engineering Center for Professional Development, June 8 2001, Ann Arbor, Michigan.

Donald L. Burns

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