William D. Stipanovich

**** ******* ******

New Braunfels, Texas 78130

C 830-***-****

adjmvz@r.postjobfree.com

SUMMARY

Results oriented management professional with solid experience in operations, materials, supply chain management, manufacturing/process engineering, project management, and quality system management in a diverse array of products, services, and industries. A proven team player and hands on leader, whom plans and accomplishes required activities on time and within budget through the effective application of Kaizen, Lean, and Six Sigma methods.

EXPERIENCE

3/17 to Present. EKF Diagnostics/Stanbio Laboratories - Operations Director. Boerne, TX

EKF/Stanbio is a manufacturer of electronic and chemical diagnostic products used in the medical analysis field. The company designs, develops, and manufactures products used to analyze bodily fluids such as blood, urine, & saliva in order to detect pregnancy, blood disorders, strep throat, and other routine diagnostics. As Operations Director, I have responsibility for purchasing, warehouse, shipping & receiving, safety, building & facilities, packaging, instrument assembly, manufacturing (compounding & mixing of chemical reagents), Quality Control and the budgets associated with those departments. Thus far have:

Managed an organization that has achieved a 12-15% increase in shipments over 2017 with the same headcount.

Have consistently decreased overtime while improving on time shipments and reducing past due orders. OT down from 15% to 2%. OTD from 92% to 97%+.

Improved operational efficiency from approximately 85% to the 95%-108% range as measured against standard.

Cost Reduction – have identified & implemented multiple projects to reduce labor content by approximately 10% and reduce departmental expenses by thousands/month.

Leading a cross functional group to develop an end of life process to manage product life cycle effectively while minimizing scrap/obsolescence and providing communication & support to the impacted customers.

Leading an aggressive 5S+1 effort to clear a multi-year accumulation of material, equipment, & miscellaneous materials while reducing offsite storage expenses.

Completed all production labor training requirements to operate equipment and build product.

Started a safety committee to drive a safety related culture and serve as chairperson.

8/16 to 3/17. ECS Environmental – Operations Manager. Belton, TX. ECS designs and builds custom odor abatement systems catering to municipal waste water treatment plants and food manufacturing facilities worldwide. As the operations manager I have responsibility for fabrication, assembly, warehouse, inbound & outbound shipping, safety, and quality. In my tenure we have accomplished the following;

Increased efficiency and shipments to set a new record for revenue – 37% increase over previous best month then another record the next month. Was 6 weeks behind on deliveries when I started and was current after 3 months leading the organization

Developed and implemented a shop scheduling methodology reducing overtime, increasing revenue, and improving on time delivery. This led to the company shipping orders complete and reduced shipping costs.

Worked on the development of a safety program generating the overall safety manual as well as scheduling and/or conducting the OSHA core requirements. Began an accident investigation process, safety committee, and 5S +1S program. Obtained OSHA 30 hour certification.

Completed all production labor training requirements to operate equipment and build product.

6/13 to 10/15. FCA Packaging, LLC – Plant Manager. Seguin, TX. FCA Packaging is a provider of custom wood packaging materials catering to the diesel engine manufacturing and equipment manufacturing industries. As PM I have responsibility for 3 separate business units with 3 separate P&Ls having accomplished the following;

Exceeded budgeted profit in all 3 P&Ls in 2013 & 2014 and for 2015 YTD meeting budgeted profit. Prepared and tracked budgets & spending to surpass budgeted goals.

Lean implementation in the factory reducing scrap materials by approximately 40% resulting in lowest scrap rate in the corporation.

Reduced monthly expenses by over $10k/month or approximately 20-25%.

Manage 3 business units – 2 service related and one manufacturing, $7.5M in revenue and 60 employees.

Project manager to add new production capabilities that resulted in a revenue stream and lower expenses.

Labor quotes for new products, capacity planning, labor planning.

Developed and implemented metrics for labor tracking, scrap tracking, inventory management, and training records.

Primary responsibility at the site for safety, HR, purchasing, quality, production, and customer interface.

Stabilized workforce – reduced turnover and improved attendance.

Identified product changes that resulted in a greater than 10% product cost reduction in materials and labor.

On site property manager for 300,000 square foot + building with 4 tenants coordinating building maintenance, HVAC & electrical repairs, door/roof maintenance & repairs, as well as inspections by city, fire department and various insurance carriers.

Received corporate awards for inventory management (2 years) and highest customer satisfaction index score.

Completed all production labor training requirements to operate equipment and build product.

6/07 to 5/13. EH Systems LLC/Vantem Panels – General Manager/Plant Manager. EH Systems was a start-up company in the green building materials industry. The company manufactured Structural Insulated Panels or SIPs. I had profit and loss responsibility for the division and we had accomplished the following;

Reduced G&A expenses by approximately 35% by using process mapping and redefinition of job responsibilities.

Direct management responsibility for over 30 employees and $2M in annual sales.

Implemented an ISO based quality system and achieved ICC code listing for products.

Redesigned products and reduced system cost by approximately 25% and received ICC listing.

Re-Located the manufacturing facility into a building of 103,000 square feet.

Purchased the Assets of a competitor in Virginia and relocated the assets to Texas.

Developed product quoting models that are within 5% of actual manufactured cost.

Evaluated staffing, identified training needs, and when appropriate recruited key additional and replacement personnel to produce these results. Stabilized the direct labor workforce and reduced voluntary turnover to zero despite austerity measures.

Performed all purchasing functions as well as inbound & outbound logistics.

Completed all production labor training requirements to operate equipment and build product.

1/05 to 6/07. Amazon Forms One, Inc. –General Manager/Plant Manager. Amazon was a start-up company in the green building materials industry. They manufactured an ICF block made with recycled Styrofoam and cement used in both residential and commercial applications. I was responsible for the day to day and strategic operations. We accomplished the following;

Utilized lean manufacturing, Kaizen, and Six Sigma tools to drive a 4x improvement in labor productivity

Utilized Six Sigma quality tools such as Pareto Analysis and Design of Experiments to drive block yield from 42% up to 98%+.

Led the cross functional team that authored the company’s 5 year strategic business plan. Developed roadmaps for Operations and Sales & Marketing.

Performed benchmarking exercised of direct and indirect competition that allowed us to increase pricing by 15% and increase market share.

Evaluated staffing, identified training needs, and when appropriate recruited key additional and replacement personnel to produce these results. Stabilized the direct labor workforce and reduced voluntary turnover to nearly zero.

Implemented portions of quality system dealing with quality control, inspection, maintenance, and operator training leading to product certifications.

Developed a marketing strategy to focus on developing repeat business with home builders and architects which resulted in an 85% increase in sales 2005/2004, a 65% increase 2006/2005, and a 95% increase 2007/2006 for the first 6 months of the year while reducing marketing expense.

Managed the company to its first profitable month in its 4 year history.

Performed purchasing function as well as inbound & outbound logistics.

Completed all production labor training requirements to operate equipment and build product.

5/97 to 1/05. Applied Materials, Inc. Austin, Texas. Senior Supply Chain Manager - Global Materials Organization. Responsibilities included the management of 6 major commodity families and the supply base providing them, which consisted of; printed circuit board assemblies, wire harnesses, sheet metal fabrication, distribution, box build, and electrical components representing approximately $50-200 million in annual purchases depending upon the business cycle. Managed directly, anywhere from 3-24 engineering and materials professionals to accomplish the following;

Achieved annual direct material cost reductions of 12-22% through contract negotiation, competitive bid, target costing, should cost, and low cost region sourcing.

Developed commodity strategies that profiled the supply base and identified strategic plans for performance improvement and supply base reduction. Reduced number of suppliers by approximately 75% while outsourcing higher value added assemblies.

Developed commodity value stream maps to identify critical operations to target for improved performance in quality, cost, delivery, and cycle time reduction efforts.

Major contributor in the development of the corporate assessment tools and conducted numerous supplier quality system audits and lean capability assessments.

Project management in a heavily matrix organizational structure.

Worked with supply base to assess, develop and/or implement lean manufacturing capabilities resulting in significant lead time reductions and improvement in on time delivery performance, as well as support of the cost reduction efforts.

Managed multiple commodities across multiple suppliers and supplier sites both domestic and internationally.

Administrative rights in both Oracle & SAP ERP systems to train buyer/planners, & contract specialists to add suppliers to the supply base, add parts to suppliers’ contracts, maintenance of contracts, and correct issues. Served on the Oracle implementation team in the global materials organization.

3/95 to 5/97. Code Alarm – TESSCO Division, Georgetown, Texas. General Manager. Code Alarm is a Tier 1 manufacturer of automotive keyless entry, automotive security, home security, and fire detection systems. TESSCO supplied the parent company and European Divisions with printed circuit board assembles, electro-mechanical assemblies, custom wire harnesses, plastic injection molded parts, and contract manufacturing services to other external customers. Responsibilities included the management of the division that included- stockroom, production planning & control, manufacturing engineering, new product launch, equipment & facilities maintenance, finance, purchasing, human resources, and manufacturing personnel consisting of over 250 employees. As General Manager, I had profit and loss responsibility for the division and we accomplished;

Successfully managed a cross functional team that improved profitability from a loss of 6% to a profit of 4% based upon transfer pricing.

Managed the development and implementation of performance metrics for quality, delivery, and cost.

Implemented design reviews for DFA/DFM to facilitate new product launch.

Co-developed and taught an internal course and implemented Demand Flow Technology (Lean Manufacturing) which reduced work in process by over 90%.

Reduced direct labor content by over 30% utilizing Demand Flow/Lean.

Managed manufacturing improvements that resulted in zero defects and customer certification for various electro-mechanical assemblies.

Managed the development and implementation of a quality system that resulted in QS-9000 and ISO-9001 certification from start to finish in less than one year.

Developed and implemented methodology for master planning and production planning that improved on-time delivery from 50% to over 98%.

Managed the effort for the development and implementation of systems for tool management, calibration, software revision control, process control, and maintenance.

Sponsored a cross functional team that developed and implemented operator training and certification programs.

Completed all production labor training requirements to operate equipment and build product

7/94 to 3/95. Power Guard, a subsidiary of Antec Corporation, Opelika, Alabama. Director of Manufacturing. Power Guard is a manufacture of hardware for the cable television industry and has sheet metal fabrication and electro-mechanical assembly capabilities. Responsibilities included the management of the sheet metal fabrication (Amada), welding, powder coat, electro-mechanical assembly, and facility & equipment maintenance departments consisting of over 120 employees. Accomplishments included;

Managed the development and implementation of a staffing and training plan to support a 140% increase in sales revenue.

Consistently exceeded budgeted shipment revenues while achieving gross margin targets.

Directed the development and implementation of a TPM maintenance program.

Reduced overdue backorders from 6 months late to the oldest current overdue order being 3 weeks.

Coordinated a team to reduce work in process inventory by over 40% and floor space by over 20%.

Completed all production labor training requirements to operate equipment and build product

2/90 to 7/94 Xetel Corporation, Austin, Texas. Production Manager, Technical Services Manager. Xetel is a full service provider of electronic contract manufacturing services to the medical, telecommunications, computer, and industrial controls markets. At Xetel:

Led a team that identified and implemented engineering time to market reductions in the areas of ICT software development, SMT machine programming, and tool/fixture design and procurement.

Managed SMT, assembly, maintenance, and test direct labor as well as process, industrial, test, and manufacturing engineering personnel.

Interfaced heavily with new customers, providing project management, tool/fixture design & procurement, Bill of Material generation, DFA/DFM reviews, and ECN implementation.

Effectively managed a project that decreased changeover time in the SMT area by over 50% and increased throughput by over 70%. (SMED)

Directed the development and implementation of a yield reporting system to aid in process improvement and cost reduction efforts.

Championed a cross functional team that reduced process defects by more than 80% by use of quality tools such as Six Sigma, Kaizen, & TQM.

Developed a cost modeling tool to develop labor quotations and other inputs to support an activity based costing system.

Reduced direct labor head count by over 30% by focusing on the systematic reduction of non-value added labor (Kaizen, Six Sigma) while supporting a 40% increase in sales revenue.

6/84 to 2/90. Motorola, Incorporated, Automotive & Industrial Electronics Group, Sequin, Texas. Held positions as: Manufacturing Engineering Manager, Production Manager, and New Products Launch Manager. Motorola – AIEG is a full service contract manufacturer serving the automotive Tier 1, appliance controls, and secure telecommunications industries. While at Motorola:

Managed direct labor, maintenance & process technicians, process engineering, manufacturing engineering, and machine programming personnel.

Managed a team of production operators, technicians, and engineers that earned the two highest Supplier Quality Assurance survey scores awarded by Chrysler Motors which resulted in two Quality Excellence Awards.

Active participant in the rollout and success of the Six Sigma Quality program that Motorola utilized to win the Malcolm Baldridge National Quality Award.

Managed resources and improved in process yield from 45% to 92%.

Reduced direct labor cost by over 20% by focusing on the elimination of non-value added activities.

Reduced changeover time on equipment by over 80% by utilizing principles of Single Minute Exchange of Die or SMED.

Used DOE techniques to reduce wave solder defects from over 200 ppm to fewer than 10 ppm.

Developed a systematic approach to reducing field returns that yielded a 60% reduction from model year 1987 to model year 1988.

Coordinated a maintenance team that increased equipment up time from 60% to over 90% on through hole insertion and SMT placement equipment.

7/82 to 6/84. Texas Instruments, Incorporated – Government Electronics Group, Dallas & Lewisville, Texas. Tool Design & process Development Engineer. I worked in the PCB fabrication shop and in an automation group supporting the HARM missile program. I performed process development and tool/equipment design functions.

EDUCATION

Bachelor of Science in Mechanical Engineering, The University of Iowa. Undergraduate business courses (18 hours) at Southwest Texas State University.

CERTIFICATIONS

Lean Six Sigma Green Belt from Lean Six Sigma Academy. Completed Six Sigma training while at Motorola (prior to belt level development). Completed the OSHA 30 hour certification.

COMPANY SPONSORED TRAINING

Six Sigma, Single Minute Exchange of Die (SMED), Project Management, Statistical Methods. Motorola Management Institute, Design For Assembly, Design For Manufacturability, ISO Quality System, PPAP, FMEA, Lean Manufacturing, Lean Manufacturing Assessment & Auditor Training, Supplier Quality Assurance Auditor Training, Contract Negotiation, SAP & Oracle Training, Microsoft Office Applications, Legal Aspects of Purchasing, Juran on Quality Improvement, Managing Safety, Managing in a Complex Environment, Selling Techniques, & Team oriented Problem Solving, OSHA safety training.

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