Lean Manufacturing Continuous Improvement
Resume:
WILLIAM H. GLAWE
Champaign, Illinois 61822
Home Telephone: 217-***-****
Cell Phone: 217-***-****
E-mail: *************@*****.***
LEAN MANUFACTURING MANAGEMENT
Lean manufacturing executive with progressive experience in all facets of improving manufacturing operations. Consistent track record of improving the financial performance of a diverse group of manufacturing companies through improved operational effectiveness, lead-time reduction, maximizing manufacturing output, maintaining high quality standards, reducing costs and improving sales. Possess excellent employee management skills including hiring, training and the direction of day-to-day operations.
Proficient and experienced in…profit/loss responsibility, operations management, workforce management, project management, process engineering, quality assurance, production/inventory control, maintenance management, supply chain management, labor relations, product engineering, sales, finance, office administration and regulatory compliance.
Technical background and operational experience in…machining, assembly, electronics, fabrication, welding, stamping, die casting, foundry operations, injection molding, heat treatment, plating, powder coating, painting and other related manufacturing operations.
Education background includes an MBA in Operations Management and a Bachelor of Science Degree in Industrial Engineering.
CAREER HISTORY AND HIGHLIGHTS
QUALITY SYSTEM OPERATIONS MANAGER – ISS, Inc. Champaign, Illinois. 2021 to present. $11 million per year company that produces medical devices for scientific research, clinical and laboratory applications and industrial applications.
Responsible for the quality management system under ISO 13485:2016 requirements, product quality, continuous improvement, lean initiatives and day-to-day operations
Led efforts to introduce quality initiatives that enabled ISS to gain ISO 13485:2016 quality management system certification with zero (0) nonconformances to the standard
Reduced warranty repair claims from fifteen (15) per year to zero (0)
Improved on-time delivery rates from 10% to an average 98% per month
Led continuous improvement teams that introduced one-piece flow and other lean techniques tripling productivity over four (4) years
VALUE STREAM MANAGER – CHI Overhead Doors, Arthur, Illinois. 2019 to 2020. $750 million per year company that produces overhead garage doors serving the commercial and residential overhead garage door markets.
Responsible for all manufacturing, safety, quality, delivery and human resource concerns on second shift
Led efforts to introduce lean manufacturing methods to improve productivity by 40% on second shift in under three months
Improved on-time delivery from 67% to 92% in less than six months
Reduced first pass quality/repair rejects from 16% to 2%
Accomplished the above results despite the challenges associated with the early and mid-stages of the pandemic
QUALITY MANAGER – Advanced Filtration Systems, Champaign, Illinois. 2016 to 2019. $115 million per year company that produces liquid fuel and lubrication filters serving the off-the-road vehicle markets.
Responsible for all quality, continuous improvement and lean initiatives at the Champaign facility
Led efforts to introduce quality and continuous improvement manufacturing techniques that enabled AFSI to gain Caterpillar’s highly sought after Platinum Supplier award
Reduced PPM defect rate from over 3000 in 2016 to under 10 PPM by mid-2018 and beyond
Consistently maintained on time delivery rates at 98% to 100% per month
Led continuous improvement teams that introduced one-piece flow and other lean techniques improving productivity by 22% over three years
LEAN MANUFACTURING CONSULTANT – Self Employed, Champaign, Illinois. 2013 to 2016.
Responsible for developing lean manufacturing implementation sales opportunities and establishing contacts with clients
Perform review of the client company’s operation
Prepare lean manufacturing implementation proposals for improvement in operations, engineering, quality, purchasing, human resources or other areas in the organization that have been identified for improvement
Provide direct involvement at the client company in accomplishing the lean manufacturing improvement project(s)
Perform follow up action at the client company to ensure successful implementation
GENERAL MANAGER – Polar Corporation/Jarco Division, Salem, Illinois. 2010 to 2013. $23 million per year division that produces over-the-road propane delivery trucks and trailers serving the retail propane service markets.
Responsible for all operations at the Salem facility including profit and loss responsibility
Led efforts to introduce lean manufacturing techniques including powder coating technology that, reduced product costs by 30%, improved gross margins to 25% and EBITDAs exceeding 10%
Improved operational effectiveness led to an annual sales revenue increase from $6 million in 2010 to $23 million in 2013
Introduced propane trailer manufacturing in 2013 - an additional $28 million per year product line
VICE PRESIDENT/GENERAL MANAGER – Progress Tank, Arthur, Illinois. 2004 to 2010. $30 million per year facility that produced over-the-road tanks and trailers serving the refined fuel, energy exploration, portable restroom and septic service markets.
Responsible for all operations at the Arthur facility including profit and loss responsibility
Improved gross margin percentage from 14% in 2004 to 25% in 2008
Improved EBITDA percent from 5% in 2004 to 13% in 2008
Reduced total inventory from $4.6 million in 2005 to $1.9 million in 2008
Improved inventory turns from 2.3 in 2004 to 8.9 in 2008
Increased sales from $17 million in 2004 to $29 million in 2007
Increased sales per employee per year from $141K to $192K
Led the above improvements that were accomplished through the adoption of lean manufacturing techniques with minimal capital expenditures
VICE PRESIDENT OF OPERATIONS – National Lamination Corporation, Des Plaines, Illinois. 2003 to 2004. $110 million per year division that produced electrical components for OEM electrical motor markets headquartered in Des Plaines, Illinois with manufacturing plants in Illinois, Mexico and China.
Responsible for all manufacturing operations in Illinois, Mexico and China
Secured ISO-9000 certification
Implemented lean manufacturing, reducing lead times from two weeks to three days
Improved on-time delivery from 72% to 97%
EDUCATION AND ADDITIONAL INFORMATION
Master of Business Administration – Operations Management
Keller Graduate School of Management (Oak Brook) – Graduated with distinction
Bachelor of Science Degree – Industrial Engineering
University of Illinois (Champaign/Urbana)
CONTINUING COURSEWORK AND TRAINING
Certificate from Motorola in Lean Manufacturing Techniques
Certificate from General Electric in Six Sigma Methodology
Certificate from DePaul University in ISO-9000 Implementation/Auditing Course
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