William A. “Bill” Buzzelli

**** ******** *** *******, ** 78253

210-***-**** adk9kd@r.postjobfree.com

“Envision, execute, and deliver manufacturing innovation to drive, grow, or turn around operations and deliver unparalleled value to the customer base.”

Highly skilled, dynamic leader whose results reflect a values-centered leadership philosophy and bottom-line focus. Expertise in operations, quality, program management, continuous improvement initiatives, lean manufacturing principles, and multi-facility management. Extensive experience in team development and training. Proactive manager and keen problem solver skilled at implementing viable solutions in demanding production settings. Strong strategic and tactical planner adept at turning around challenged operations and leading teams through technical and cultural change.

Strategic / Tactical Planning

Multi-Site Management

Lean Manufacturing

Team Building

Six Sigma Methodology

New Product and Full Transfer Launches

Acquisitions and Consolidations

Process Improvement

KPI / Metrics driven

Customer relationships

Talent Development

Budget Analysis and Management

Chronology

Fujikura Automotive: May 2012 to Present

V.P. Manufacturing Excellence

Direct 8 mfg. plants and 5 support locations in USA, Mexico and South America to achieve manufacturing excellence and required customer and 3rd party registrations in both IATF 16949/ISO9001 and if applicable VDA 6.3 specifications.

Develop strategies with customers for onsite resident engineering or roaming resident engineers assigned to several customers.

Utilizing lean mfg. principles in all departments and disciplines within the manufacturing system. This for productivity improvements and to allow for business growth.

These plans involve 6-sigma methodology and can be visualized in triangular optimization of cost, quality and delivery of products with people being in the center of the triangle

Direct and mentor program management for successful launches of new programs in total America’s as well as consolidations, successful launches are defined as flawless.

Within the PM, responsibilities include all disciplines to achieve a successful launch. This involves the correct number of people, customer service (quality and delivery) and cost. Each of the programs launched has not exited our budget, this allow you to meet tour targets for overall P&L.

Current sales for FAA are around 350m USD

IGLOO Products Corp.: February 2010 to May 2012

Manager Assembly Operations

Directed and managed the Operations Assembly area. This included 7 supervisors, 3 Process engineers and 2 technicians supporting up to 600 operators over 4 shifts per week, 7 days per week and 24 hours per day.

Operating efficiency averaged 98%. 0EE averaged 88%

Responsible and accountable for P & L with overall sales averaging 250m USD

Successfully launched new products having no formal issues with our customers as well as staying under or at budget targets.

Reduced warranty numbers during years 2010 and 2011 by 20 %. This by placing accountability among the work force.

Through lean and industrial engineering techniques took an existing product line and without adding head count increased productivity by 33% - increased daily production rate from 4500 to 6000 units.

Changed Operations Assembly area from a management by fear philosophy of management to an “open” discussion leadership philosophy. Cannot solve problems without binary communications.

Developed a progression / training plan for operators to become line leads and ultimately supervision.

Reduced amount of external hires (contract associates) by 25% resulting in better moral and efficiency

improvements.

ALCOA-AEES: June 1989 to January 2010

Director of Manufacturing Excellence / Program Management

Directed the quality organization supporting a sophisticated electrical distribution and plastics production operation with $500 million in annual sales and 15,000 associates in 14 plants located in four countries. Supervised a staff of 12 managers and engineers. Developed systems compliant with ISO9001/TS16949 standards and met high customer expectations. Launched continuous improvement plans to accomodate multiple consolidations and productivity improvement. These plans used 6-sigma methodology and can be visualized in triangular optimization of cost, quality and delivery of products with people being in the center of the triangle. Results were an increase in productivity by 10% annually each year for 3 years with no negative impact on productivity or customer satisfaction.

Established organization infrastructure in a six month period at a new operating facility in international location (Central America) supporting $50 million in sales. Hired and trained associates in various disciplines within the manufacturing operation from Plant Manager to Lead operators. Acquired customer approvals and external third party ISO9001/TS16949 registration in this greenfield location in the targeted year timeframe. Also this facility maintained product quality and delivery standards transparent to the customer and generated a 40% reduction in labor costs.

Led program management teams to launch new or refreshed products each year. Conducted analysis on facilities, labor and equipment needed for expanded manaufacturing operations. Utilized advanced production quality planning process(APQP), this being from the product design intent to manufacturing of the product to the prodcut shipments. This disciplie to the APQP resulted in consistently launched high quality products in a safe manner on time and within budget.

Rectified chronic defective parts problem with a critical customer using the DMAIC process (6 sigma). Analyzed existing production practices and developed comprehensive improvement plan. Created an onsite supplier/customer partnership to ensure operational improvements. Championed cross-functional team to develop robust customer relationship plan. This action transformed our performance from 200 defects per million to less than 30 in only four months. Received customer award for Most Improved Supplier, achieving Best Supplier Status.

Spearheaded implementation of new technology using a $10 million investment in efficiency improvements in a complex, sophisticated production process. Coordinated installation, set-up, training, and running at production and efficiency targets. This resulted in the ability to remove outdated processes, reduced head count, added manufacturing floor space, lowered maintenance costs, and increased operating efficiency.

Professional Experience

FUJIKURA AUTOMOTIVE AMERICA

VP Quality – Mfg. Excellence 2012-PRESENT

IGLOO PRODUCTS CORPORATION 2010-2012

Manager, Assembly Operations, Katy, TX 2010-2012

Industrial Engineering and Lean Manufacturing, Katy, TX 2010-2010

ALCOA ELECTRICAL AND ELECTRONIC SOLUTIONS (AEES) 1989-2010

Director, Quality and Program Management, San Antonio 2002-2010

Manager, Manufacturing Quality Manager, San Antonio 1996-2002

Senior Quality Engineer, San Antonio 1992-1996

Quality Engineer, Nashville, Tennessee 1989-1992

TRICO PRODUCTS CORPORATION 1984-1989

Senior Quality Engineer, Brownsville, Texas 1986-1989

Quality Engineer, Buffalo, New York 1984-1986

education and training

Bachelor of Science, Industrial Engineering, New York State University College at Buffalo

OSHA Regulations Revisions Katy, Texas

6 Sigma – Green Belt, AEES, San Antonio, Texas

ISO9001, IATF16949, ISO14001, Farmington Hills, MI

Toyota Production System, AEES, San Antonio, Texas

Team Building, AEES, San Antonio, Texas

Electrical Safety, AEES, Del Rio, Texas

Teguchi Methodology, Brownsville, Texas

Deming Principles, Detroit, Michigan

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