Michael L. Meseke

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

Winfield KS. 67156

Cell: 620-***-****

E-mail: adtyop@r.postjobfree.com

MANUFACTURING MANAGEMENT PROFESSIONAL

Multiple Plant Leadership /Plant Management / Process Engineering / Production Engineering/ Production Management

Quality Assurance/ Customer Focused

• Managed Multiple Projects / Facilities

• Developed Policies and Procedures,

and Manufacturing Standards

• Public Speaking and Presentation Skills

• Budget Development/Control

• Strategic Planner and Team-builder

• Trained/Coached New Engineers

• Conflict Resolution Skills

• Cost Estimating

• Toyota Manufacturing Techniques

PROFESSIONAL EXPERIENCE

Vice President of Operations July 2021-Present

IMI Critical Engineering, Americas Region

• IMI Critical Engineering is Global Supplier of Severe Service Valves, Acoustic Silencers, and Engineering Services. Serving the Power, Oil & Gas, Pharmaceutical, Marine, and Hydrogen markets around the world.

• Americas Region consists of four plants. IMI PBM in Irwin PA., IMI ZJ Houston, TX., IMI Fluid Kinetics, Winfield KS., and IMI CCI, Rancho Santa Margarita, CA.

• Responsible for the Safety / Environmental, Quality, Cost/Inventory, and On-time Delivery key performance indicators for the sites in the Americas.

• Develop Annual Strategic Deployment Plan coupled with site specific lean plans to support the business and drive continuous improvement.

• Facilitate Site Specific Safety and Environmental Plans. This includes the ESG initiative to be Carbon Neutral by 2040.

• Responsible for Risk Assessment and Profiles for all sites along with reporting up to the IMI Critical Engineering Business Unit.

• Member of the IMI CE Global Operations Team representing the Americas.

• Monthly reporting and KPI review for all sites within the Americas and reporting up to the Global Division Team.

• 2021 Americas OTD 93%, Return-on-Sales 20.5%, GM averaged 28% across the region. Revenue of $136.7M, and Operating Profit of $28.9M. Director of Operations May 2017-Present

Sr. Manager, Plant Operations Jan. 2012-May 2017

Plant Manager Jan. 2010-2012

CCI-Fluid Kinetics, Winfield, KS.

• Fluid Kinetics is a leading manufacturing company of acoustic silencers, pulsation dampeners, and de-superheaters for the Power, Oil and Gas, and After-market industries. Fluid Kinetics is a subsidiary of Control Component Inc.

• Responsible for all aspects of the Fluid Kinetics operation. Responsibilities include Business and Staffing plans, P&L accountability, Sales and Revenue generation to include Gross Margin management and reporting. Seven consecutive years of positive plant profit, in 2012 $1.4M, 2013 $3.7M, 2014 $2.0M 2015 $4.0M, 2016 $1.7M, 2017 $2.1M, 2018 $1.7M. 2019 $1.7M Average Return on Sales 20%.

• 2019 Expanded machining department. Introduced two new products into product portfolio. Volume Tanks, and Choke Valves to expand Oil and Gas industry offerings.

• Introduced a culture of enhanced customer service focused on On-Time Delivery and Lean Principles. OTD% improved from 59% in 2009 to 98% in 2012. Last five year’s performance has seen +95% performance each year.

• Implemented a 5”S” culture with designated areas, and responsibilities. Weekly audits of the different areas in place with follow-up. Key activity for Fluid Kinetics which has improved lead times and shop execution. Quarterly 5”S” shutdown days put in place to address plant needs, and conduct community service. In 2014 facilitated the introduction of a formal Lean Manufacturing Assessment process.

• Worked with multiple facilities within my Fluid Kinetics career. Leadership to include P&L responsibilities for the FK facility in KS (2010~Current), CCI Repair Center in Houston, TX

(2012~2016). In 2019 began working with the PBM facility in Irwin, PA on the lean implementation, and integration into the IMI Critical Engineering division.

• 2016 facilitated the CCI Repair and CCI Houston sales office move to new plant consolidating IMI CCI and IMI Z&J into new facility.

• Performed Lean Implementation assessments and Lean Implementation into IMI CCI facility in Ranch Santa Margarita, CA, and IMI Z&J operation in Houston TX.

• In 2012 accepted the responsibility for the operation of the CCI Houston Valve Repair Center. Brought a sense of operational stability. Implemented metrics, Gross margin review and enhanced forecasting.

• In 2016 initiated the FK’s plant expansion to introduce machining into the manufacturing process. In sourced the manufacturing processes to reduce product lead times, increase manufacturing burden absorption, and improve product flow. NSK Corporation 1990 to 2010

Plant Manager Sept. 2008-Dec 2009

NSK Corporation, Clarinda, Iowa

• NSK is a global leader in bearing and motion control component manufacturing, supplying automotive, industrial, and aftermarket industries throughout the United States, Canada and Mexico. The NSK Clarinda plant supplies Single Row Conrad type bearings along with Magnetic Clutch and Water-pump Bearings.

• Responsible for the activities and operation of the NSK Clarinda Plant. Development of Business Plans using market demand data and global production requirements as the base of sales in excess of $100 million annual.

• Establish staffing requirements for both direct and indirect labor segments. Staffing requirements exceeding 300 team members.

• Direct and provide guidance to the plant’s management staff consisting of HR, Accounting, QA, Engineering, Materials and Logistics, and Production Managers.

• Review monthly P&L financial reports, key indicators, and develop executive presentations to be delivered monthly at Corporate Operation Committee meetings. Presented to CEO and President of NSK America .

• Develop Key Performance Indicator action plans to improve and maintain the plant’s operational integrity. Focusing on Scrap reductions and Value Added Productivity goals.

• Integrate the use of Plant Policy and Lean Manufacturing tools to set goals, priorities, and improve the plant’s quality and productivity performance.

• Plant’s WIS and WIP Inventory levels reduced from $14.0 million to $11.1 million in 2008.

• Maintained a Value Added Productivity level of 1.14 for the first nine months of FY2008. During economic downturn, weekly analysis of Labor vs. Sales Demand lead to a reduction in force of 160 team members. The Value Added Productivity indicator was back on track to be above 1.0 by the end of the 1st Qtr in FY2009.

• Utilize monthly plant wide meetings and “Open Door” communications to effectively communicate to the team members and maintain a union free plant status.

• Implement a PDCA (Plan-Do-Check-Act) management cycle to drive plant improvements. Plant scrap improved over 20% to a level 0.80%.

INTEGRATED BUSINESS UNIT MANAGER 2005-2008

NSK Corporation, Clarinda, Iowa

• Managed Production, Engineering and Lean Processes departments. Direct reports included three Business Unit Managers, Assistant Engineering Manager, Maintenance Manager, and Lean Manufacturing team. Indirect reports included twelve supervisors and nineteen engineers/technical specialists.

• Directed the plant’s activities for the Clarinda Restructuring Project. Goal of the project was to establish Normal Size Bearing cost competitiveness. Primary activities included staffing reductions of 77 people and the implementation of Lean Principles in the Assembly department to include standardized work, 5’S, and changeover reductions. Resulting in a Manufacturing Profit improvement of $15.5 millions over 2005 results.

• Directed the Engineering and Maintenance department involvement in the transfer of all equipment from the Ann Arbor, Michigan plant. The transfer of equipment involved the removal of non-profitable products from the Clarinda plant to make room for the installation of the Ann Arbor Equipment. Over five hundred pieces of equipment were relocated or transferred; over four thousand SOP’s were developed or converted to the Clarinda plant format.

• Developed Business Unit Structure associated with North America Restructuring Project. As new bearing products were added to the plant, they were developed into Business Units consisting on Manufacturing, Engineering, Quality, and Material Scheduling. INTEGRATED BUSINESS UNIT MANAGER 2003-2005

NSK Corporation, Liberty, Indiana

• Managed the Engineering and Production departments. Responsible for the development of business units to support the machining operations for Hub I, II, and III products, along with machining of water pump rings and shafts. Drew upon fifteen years of manufacturing experience to provided guidance to Business Unit managers to help facilitate supervisor development. Coached and guided the development of new engineers as they began careers with NSK. Reviewed policies, practices, mentored on data collection techniques and analysis. Conducted performance evaluations and set performance objectives.

• Facilitated the plant’s upgrade from QS-9000 to ISO 9000-2000

• Directed the installation of a new production machining line to support new business venture with Subaru Motors.

PRODUCTION TECHNOLOGY MANAGER 2001-2003

NSK Corporation, Clarinda, Iowa

• Responsible for leading an Engineering Team consisting of eight team members that supported the on site Engineering Departments of all North American NSK manufacturing facilities. Position required extensive travel and the need to learn the products and manufacturing equipment and procedures of each plant.

• Directed thirteen capital improvement projects in Franklin IN, Liberty IN, Clarinda IA. and Ann Arbor MI.

• Designed equipment, tooling, and integrated components to achieve production objectives. Projects included new equipment design, or outsourcing rebuilding of existing equipment, and installation of transferred equipment. Quotes, budgets, bill of materials, and timelines were established for each project.

LEAD ENGINEER 1998-2001

NSK Corporation, Clarinda, Iowa

• Supervised activities in the Grind, Assembly and Process Engineering teams and Maintenance Department. Responsible for the development of departmental objectives to support the plant’s objectives.

• Performed evaluations and developed performance objectives for 12 salaried employees.

• Daily review of maintenance work orders, set priorities based on downtime and productions needs. Set goals, and conducted monthly reviews of countermeasures to verify effectiveness.

ENGINEERING TEAM LEADER 1994-1998

NSK Corporation, Clarinda, Iowa

• Organized and directed Assembly Engineering team activities.

• Reallocated key resources to accommodate shifting market demands. PROCESS ENGINEER 1990-1994

NSK Corporation, Clarinda, Iowa

• Recommended and provided tooling necessary for improvements in process capability.

• Installed production equipment to increase overall capacity.

• Trained at three Manufacturing Plants in Japan for 8 months. Training focused on bearing manufacturing, troubleshooting, and system implementation. EDUCATION

B.S. in Engineering Technology, Kansas State University. 1990 AMA Financial Training Course Certificate 2007

IMI Management Fundamentals Course 2012 ~ 2013

OSHA 30-hr Certification 2017

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