Equipment, Facilities, Safety, Lean Manufacturing (TPS), Projects Mgr.

MICHAEL (MIKE) DOWNAM

**** ***** ****** ***** **** Wayne, Indiana, 46835 260-***-**** ***************@***.***

CAREER OBJECTIVE

I am seeking a position with a company that will offer an opportunity to grow and learn from each other. I have worked in manufacturing for over 40 years and have worked in leadership, implementing lean manufacturing principles, continuous improvement, and managing others. I believe I am well suited for opportunities and leveraging Lean Manufacturing Principles for the Profitability of all stakeholders. Skilled in Team Leadership, Inclusiveness Process Improvement, Defect Reduction, and New product development. Seeking a career position to help an organization improve Equipment Maintenance Uptime, Effective Inventory Control, and Overall Preventive to Predictive Principles. Leading Process Improvements and Profitability using established Lean Manufacturing and Continuous Improvement methods. I have enjoyed the life experiences, growing relationships with teams of people, and doing my best to be a “Servant Leader” to all I have met and worked with. The Cool part of all of this is seeing people grow in themselves, doing the things they love, and wanting to be part of the journey! None of us are successful in without each other.

EXPERIENCE

SUNRISE ENERGY SYSTEMS FORT WAYNE, INDIANA

Maintenance Manager, Service, and Installation Manager, Lean Manufacturing Implementation, Safety Leader, June 2021 – August 2021 (Contract to permanent position)

•Responsible for maintenance and installation of temporary heating, air conditioning, cooling, and dehumidification systems.

•Responsible for fleet delivery and trailer vehicles and equipment for jobsite setups and tear downs.

•Responsible for Propane delivery systems, Facilities, and campus maintenance and upkeep.

•Maintain and update spare parts inventory, cost reductions, and monitoring usages.

•Lean Manufacturing Implementation for Process Improvements and Defect Reduction.

ELLISON BAKERY, FORT WAYNE, INDIANA

CMMS - Maintenance Manager, Lean Manufacturing Implementation, Safety Leader, Sep 2019 - Sep 2020

•Implemented CMMS software program and trained the maintenance technicians. Purchased the mobile devices for the techs to be part of the Instituted Proactive to Predictive maintenance system, working on a Culture Change for these efforts.

•Lean Manufacturing Implementation for Process Improvements and Defect Reduction.

•Improve equipment up time for critical production processes, purchase equipment and fixtures, layout the production floor to change the flow to a demand flow process to meet the customer orders.

•Developing a Continuous Improvement Process and quality initiatives driving uptime and leaning into Employee Morale! Exceptional facility and campus maintenance integrity, Implementation of safety initiatives for the production floor.

HALL ALUMINUM, FORT WAYNE, INDIANA

Culture Change Mgr., Lean Manufacturing, Inventory Control & Maintenance Mgr. Sep 2018 - Sep 2019

•Hired in to be a “Change Advocate” Leading to a lean manufacturing production floor.

•Implemented a maintenance program for equipment where no maintenance program had been established.

•Created an Inventory Control System for incoming production parts, Using Smart Sheets. Setup Tool Room and consumables for the outside and inside construction processes. Established purchase agreements with suppliers to yield a substantial discount for power tools, drills, cutting tools, and other consumables.

CHALLENGE TOOL AND MANUFACTURING, NEW HAVEN, IN

Maintenance Manager, Facility Manager, Project Manager, Safety Team Leader, Jan 2014 - Aug 2018

•Lean Manufacturing and defect reduction 101. We have installed 2 new Amada Laser Punch combo machines, updated the robotic welding cells to replace older standalone processes, and we have replaced 4 older Amada press brakes with 2 new Amada HD machines to eliminate multiple setups. We completed uptime risk assessments for acute breakdowns and prolonged stoppages to prioritize the service support and spare parts on key processes. Teaching how to develop and understand the impact that a lean system does give to a production facility is a challenge, but the effort is well worth the time and investment as other companies have proven.

•Established P.M. system for all production equipment, forklifts, rack maintenance and inspections. Manage all building(s) maintenance on the company campus. (5 total) Manage the maintenance team to perform maintenance on facility utilities performance and enter those results into the maintenance data base. This includes the individual building internal and external conditions and safety checks.

•We worked with the local utilities to produce energy reduction results that allowed for funding to retrofit the out-of-date lighting in all buildings from fluorescent tubes and bulbs over to LED lighting.

•Our Teams promote Safety awareness and communications, Quality, Production, and Caring For Each Other.

80/20 INC., COLUMBIA CITY, IN

MAINTENANCE MANAGER, FACILITY MANAGER, PROJECT MANAGER, SAFETY DIRECTOR, AUG 2003 - DEC 2013

Responsible for equipment and facility maintenance integrity. Managed maintenance team implementing disciplines from a Maintenance, Safety, Facility, and Project management position. OSHA and IDEM compliance.

•Accomplishments for the growth of 80/20 Inc.: It Took Everyone On The Team To Get Us Here!

•We had teams from different departments to a change the production floor from a batch manufacturing operation to a lean on demand factory floor automation system.

•We Implemented Equipment up time measures for critical production processes by collecting data for the critical processes.

•We installed programmable Tool Storage units to control access to spare parts.

•We created a spare part system to minimize downtime for equipment change overs and to have cost control for all spare parts.

•Implementation of safety initiatives for the production floor, EPA environmental reporting for waste water from the anodize building and other facility processes.

•Our team lead the company in developing the production floor areas so we can process customer orders as 80/20 sales were growing.

•Project managed capital projects, new equipment specification and purchasing, building expansions, material handling and storage equipment, and forklifts.

•Purchased equipment and fixtures and laid out the production floor to change the flow from a batch order process to a demand flow to meet the customer orders to match our 24-hour delivery system.

•We continued to expand the facilities to extend the production lines to assemble the equipment for the lean manufacturing efforts and to provide production flexibility.

•Run Anything - Any Where.

•Establish for the additional equipment, material storage.

•This included adding an Anodizing Process.

•Developed Continuous Improvement Process and quality initiatives driving out the defects from our machining processes.

•Implemented new security and fire control systems as we added new buildings to the facility and to meet local fire system compliance.

•Enjoyed Compliance on OSHA standards and implementation.

•Certificate for Steven Covey 8 habits of highly effective people at 80/20 Inc.

•Doug Wood Facilitator Led four expansions and have purchased over 20 pieces of equipment which many were CNC systems and automatic process systems.

•This did provide a setting of team building, continuous improvement, added capacity and capability for a fast-growing company! Klopfenstein Home Room Furniture.

KLOPFENSTEIN HOME ROOM FURNITURE, FORT WAYNE, INDIANA

Customer Service, Warehouse Manager, Facilities Manager, Jan 2001 - Aug 2003

•Developed a system to address 300+ over-due open service orders for customer requests and drove down the service orders to a goal of no more than 10 open service orders per month.

•Scheduled all in store furniture maintenance, repair, and scheduling of customer in home service and warehouse service.

•Ordered spare parts and fabrics for warranty issues and controlled inventory.

•Responsible for warehouse organization, delivery truck operation and maintenance, and building maintenance integrity.

•Created an increase of over 50 percent on the stores “Customer Satisfaction Rating”.

UT ELECTRONIC CONTROLS, HUNTINGTON, IN.

Senior Automation Technology Manager, Aug 1976 - Nov 2001

•Responsible for managing technical operations and staff supervision. Managed 22 technical support staff in a 3 shift 7 day a week in the areas of equipment TPM, equipment training, equipment development, equipment evaluation, equipment performance, lean manufacturing and inventory control.

•We were tasked with moving the operation from Converse, Indiana the new facility in Huntington Indiana. We were also chosen as part of a team to go to Japan, to learn the TPS Lean system from the Toyota Production teams, to change the culture, and how we should transition from batch manufacturing to a demand flow lean system, through our new facility.

•Our department managed the new product development program that was requested by sales and design engineering for thru-hole insertion and SMD technology. My responsibility was reviewing new product design creation of the documents that engineers would use to design the PCB circuit layouts.

•My responsibility was new product development and creation of the documents that engineers would use to design the PCB circuit layouts.

•We did go to software and maintenance training on all of the new equipment, so we would learn how the new inputs affected component insertion.

•I was tasked to write and format the section of our ISO 9000 procedures for production equipment, software generation, document creation, and document and software control.

EDUCATION

MARION HIGH SCHOOL

MARION, IN.

Completed coursework towards High School Diploma

•Relevant Coursework: Applied Mathematics, Applied Mechanical Principles

•Awards & Honors: National Honor Society

•Extracurricular Activities: Athletic Team Sports, Band - Orchestra - Music Theory

ADDITIONAL SKILLS

•Maintenance preventive to predictive, Root Cause

•Production Process Development - New product development and design

•Automation - CNC - Robotics - Equipment specification purchase and approvals

•Change Management, Safety

•Continuous Improvement, Cost control, Specification, and Scheduling

•Microsoft Excel

•MS Office

•Event Planning

•Legal Compliance

•Construction Drawings

•Project Coordination

•Documentation

CERTIFICATIONS

•Multiple Certifications from various equipment manufacturers at the equipment builder’s site

•Certification for our TPS (Toyota Production) taught onsite in Japan

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