Manager Human Resource
Resume:
Larry Wojciechowski
Eastpointe, MI *************@*******.***
General Manager
Highly motivated Senior Level professional with outstanding manufacturing experience providing leadership skills to achieve and exceed targeted profitability and growth. Dynamic team leader with a strong background in operations, finance, customer relations and human resource management. Solid organizational, communication and time management skills.
Key Strengths
• P&L Accountability
• Strategic Planning
• Budget/Financing
• Quality Assurance
• ERP/MRP Implementation
• Production Scheduling & Control
• Cost Reduction Negotiations
• Inventory/Materials Management
• Lean Manufacturing
• Workplace Safety
• Capital Planning/ Procurement
Professional Experience
INALFA/SSI ROOF SYSTEMS, LLC
General Manager, (2005 – 2011)
Full Profit and Loss responsibility for 175,000 square foot, two facility, 90 employee, $100 million Manufacturing Division of an industry leading, worldwide organization. Span of control includes safety, quality, production, shipping, logistics, program management, customer relations, material management, manufacturing engineering, tooling engineering, purchasing, human resources and accounting.
Financial Management
• Prepare budgets, forecasts, and long range plans for submittal into the monthly, annual and long term financial business plans.
• Achieve or exceed operational KPI’s resulting in financial EBIT performance of 9.5%
• Perform Return-On-Investment analysis for capital acquisition leading to the reduction of 8 FTE’s.
Direct Cost Savings
• Successfully negotiated cost reduction Collective Bargained Agreement with UAW resulting in $655K annual savings.
• Reengineered line-by-line cost structure to realize a 20% reduction in cost to achieve a positive 4% EBIT while sales reduced by 30%.
Operational Lean Improvements
• Garnered a 15% increase utilization of floor space through the implementation of Kaizen 5S methods for safe and efficient operations.
• Facilitated dynamic cross functional teams to evaluate and streamline production process eliminating 1 FTE, doubled hourly output and increased operating income by 22%.
• Implemented Kanban inventory management controls resulting in lowering levels by 9%, increasing floor space utilization by 15% and improving cash flow by 5%.
• Create cross functional teams, including manufacturing floor personnel, for program die design and process reviews achieving a 12% time savings in the production implementation process and 5% cycle-time reduction ahead of Start of Production.
General Management
• Innovative troubleshooter and problem-solver excelling at developing creative ideas to foster a 98% customer satisfaction rating.
• Ensure organization is kept abreast of any situations, operational or customer related, leading to potential failure of Company goals and objectives.
• Understanding of the performance of precision CNC metal forming machines, Swiss type and others, although did not have actual operations reporting to me in career.
Plant Manager, (1999 – 2005)
Managed manufacturing activities, including Stampings and Welded Assemblies, ensuring the safe and efficient utilization of labor and equipment. Responsible for 180 hourly employees including: stamping and welding, material handling, shipping and receiving, quality control, Automation/Robot Technicians, Tool and Die Makers and Machine Repair. Salary staff included: Shipping/Logistics, Scheduling, Quality Engineering, Plant Engineer, Industrial Engineer and Manufacturing Supervisors.
Major Projects
• Managed the installation of 30 robots in multiple manufacturing cells, leading to a 50% reduction in manpower, 70% reduction in rework, 20% increase in throughput and $500,000 a year savings in work related injuries.
• Key Team Member for the implementation of MRP/ERP information system to effectively monitor and track inventories through value-add stages of the manufacturing process. Included the automated procurement of Bill of Material items and scheduling of work cells based on customer demand.
Operational Results
• Developed and supported activities leading to optimum Quality, Safety/Health and Environment programs, including the achievement of Q1, TS 16949, ISO 14000 and ISO 18001 certifications.
• Led a cross functional Team of Hourly and Salary associates implementing methods for achieving a 50% reduction of die change-over time to less than an hour without major capital investment.
• Enhanced quality control programs to achieve a customer satisfaction rating of 100% and Zero PPM levels for Thirty-eight consecutive months with Ford, GM and Chrysler.
• Implemented effective preventative and predictive maintenance programs on tooling and equipment, resulting in a 25% increase of up-time eliminating the need to work overtime due to failures.
Human Resource Manager, (1997 – 2002)
Responsible for all Salary and Hourly personnel matters including: safety, training, handbook and CBA administration, payroll, 401(k) and other benefit administration.
• Cultivated and maintained a stable and productive workforce climate within the plant resulting in a 75% reduction of employee grievances.
• Administered the hourly and salaried benefit packages. Negotiate five consecutive 10% premium reductions for health programs.
• Negotiated a five year agreement with the UAW, included classification reductions leading to cross-training of skilled workforce and eliminating 6 FTE’s.
• Implemented No-Fault Absence policy to reduce systematic abuse and eliminate grievances on attendance infractions and discharges.
• Reduced workplace injuries by 50% through effective training by partnering with MIOSHA CET program. Heightened awareness and involvement improved with a 20% participation increase in the Employee Suggestion Award Program.
Tower Automotive. (Formerly Edgewood Tool and Die), Romulus, MI
Human Resource Manager, (1994 -1997)
Responsible for all Salary and Hourly personnel matters for 500 employee, three facility, multi-union represented work forces. Duties included the administration of: plant safety, training, handbook and CBA, payroll, 401(k) and other benefit administration.
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• Negotiated a plant closing and separation agreement with the UAW, eliminating 75 positions and decommissioning of facility
• Effectively reduced annual worker compensation cost by $100,000 through the implementation of a return-to-work plan nearly eliminating most lost day injuries.
• Instituted No Fault Attendance Policy reducing time and attendance administration by 50% and 5% savings in medical costs.
• Negotiated cost savings CBA, eliminating COLA increase and instituting a productivity increase sharing plan resulting in a quarterly savings of $125,000
A.G.S. METAL SYSTEMS, INC. (Formerly C.S. Ohm Mfg.), Sterling Heights, MI
Human Resource Manager, (1992 -1994)
Responsible for all Salary and Hourly personnel matters for a 250 employee, UAW represented work force. Duties included the administration of: plant safety, training, handbook and CBA, payroll, 401(k) and other benefit administration.
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• Implemented a Continuous Improvement suggestion program resulting in a 25% increase of floor space utilization for manufacturing purposes.
• Negotiated a concession contract with the UAW rolling back hourly wages $1 per hour and a two tier wage plan.
• Effectively reduced annual worker compensation cost by $250,000 through the implementation of a return-to-work plan nearly eliminating all lost day injuries.
• Total and effective overall project management for the installation of a $1.2MM 1000 Ton Press with a 48” Servo Driven Progressive Feed Line. Included successful negotiation with the City of Sterling Height for a 12 % tax abatement
• Established Quick Die Change Teams, realize a 25% increase of up time availability.
• Instituted a Preventative Maintenance Program for all welding equipment reducing downtime by 15%.
C.S. Ohm Mfg. (Purchased by A.G. Simpson 1992.), Sterling Heights, MI
Human Resource Manager, (1989 -1992)
Responsible for all Salary and Hourly personnel matters for a 250 employee, UAW represented work force. Duties included the administration of: plant safety, training, handbook and CBA, payroll, 401(k) and other benefit administration.
• Negotiated a 12% reduction in monthly health care premiums. Introduced a cafeteria style benefit package enhancing options for the employees and reduced overall cost of benefits by $100,000 annually
• Increased productivity by 10% while reducing defects by 15% through effective training of personnel.
Other Key Positions, (1978 -1989)
Recognized as an enthusiastic, energetic and highly motivated member of the hourly and salary workforce who was repeatedly and rapidly promoted for possessing critical thinking skills, fostering interpersonal relations and as a bottom line contributor:
Manufacturing Superintendent (1982-1989)
Production Supervisor (1980-1982)
Machine Repair Apprentice (1979-1980)
Production Leader (1978-1979)
Education
Bachelor Degree in Business Administration, Deans Lists, 3.7 GPA
Detroit College of Business, Detroit, MI
Degree Program geared for Business Management,
Human Resource Development and Computer Science.
http://www.linkedin.com/pub/larry-wojciechowski/33/1a1/928
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