Plant Customer Service
Resume:
Dan Antonios
Fort Wayne IN 46804
***********@***.***
Manufacturing / Process improvement professional
Exceptional Track Record of Surpassing Corporate Objectives
Energetic and self-motivated professional with broad-based experience in manufacturing, process improvement, and customer service, Fourteen-year career highlighted by promotion through series of increasingly responsible positions, Leader and motivator able to work effectively on the plant floor.
Proven Ability to Turnaround Underperforming Operations
Establish and Execute Business Plans, Involving Process Team Leaders to Analyze Production Costs, Product Quality Promoting Manufacturing Excellence. Results: enhance profit by 30%.
Spending a lot Money is not what Impacts Improvements & Quality. People Involvement is what Impacts Performance.
Areas of Expertise
• Use The Toyota Production System as Overarching Principles: To Drive & sustain Manufacturing Improvements, Initiate Project Road Map from the Technology and Development Stage taking each project through the Gate Review Process, Project Validation & Customer Approval.
• Market segment, Technical Support Bringing Customer Voice to The Plant Floor, energetic I do whatever it takes to get the job done.
• Proficient in Implementing Customer Chain Programs Utilizing a Rigorous Focus for The Time Line from The Moment an Order is received to the point when it’s Shipped Reducing That Time Line by Removing Non-Value Added Waste.
• Completed 73 continuous improvements projects: Results in reducing manufacturing cost by27% in each case.
• It is a must to Operate with an Action Plan and Review Plant Performance daily.
• Create a Centralized Training Function to support Core Competence and implement Program Management System Lead the Change to achieving Six Sigma Performance at each Process Operation.
• Established Extrusion Process to Eliminate Post Anodizing Flow Lines, Improve Extrusion Surface Quality and The Profile Forming Process. “My work was published in Light Age Metal”
• Technical Accomplishments in: Extrusion Paint Application Wet and Powder, Thermal fill and Fabrication / Forming of extrusions.
• Recently improved the performance of an Anodized line and introduced an Alternative Anodizing Process for Bright Dip applications.
• Worked on several Aluminum Extrusion projects” Class Room and Actual Field Implementation” and wrote a Comprehensive Technical Aluminum Extrusion Best Practice Manual.
• Through new die design optimize the extrusion process to maximize recovery and increase die life by 30%.
• Completed five Aluminum Extrusion Technology Seminars and two day class in extrusion technology simulation.
• Completed Alcoa University Program of Metallurgy and Continuous Improvement. Continually studying Extrusion Technology and The Metallurgy of Aluminum.
Frontier Aluminum Corp. Extrusion Process Owner November 2009 to June 30 2010
Provide leadership on the plant floor effectively implementing quality system at the source of each work cell. Supported the addition of new Value add extrusion process.
Area Of responsibility:
Plant # 1: One press operation, Paint line, Fabrication and main shipping Department.
Plant # 2 Two Press operation Packing department and full truck load shipping function.
Tecate Plant in México: Anodize line, Thermal Fill process and Buffing Operations.
• Complete Responsibility for three Press extrusion operations and Scheduling of the Department.
• Implementing Lean Manufacturing and Continuous Improvement Programs.
• Responsible for die shop function, Process engineering group and the Quality department.
• Support our sales Department to secure new customers.
• Accountable for cost control programs keeping our competitive edge in a tough extrusion market.
Accomplishments:
• Re-organized extrusion process flow for the 7”, 8”& 9” press work cell establishing synchronized manufacturing between Plant #1, Plant # 2 and the Tecate Plant in México with outstanding results.
• Improved the Thermal Fill process results material savings of $0.05 saving per lbs
• Installed new extrusion buffing Process at the Tecate plant. “ New Extrusion Value add Business”
• Completed all of the necessary work to install new alternative for Bright dip application.
• Improved the operation of the anodized line at the Tecate Plant.
• Worked with Maintenance team to implement extrusion Preventative Maintenance Program.
• Start a bench mark program for the 7”, 8” & 9” presses.
• Converted extrusion profiles from traditional pack and ship process to pack and ship off the press.
• Initiated daily pitch & quality programs at each extrusion press cell eliminating traditional supervisory position.
• Established MRO stores / Kan Ban Stations eliminating the purchasing function a savings of $50,000per year.
Crystal Finishing System Inc. Extrusion Process Owner October 2008 to November 2009.
• Complete Responsibility for three Press extrusion operations and Scheduling of the Department.
• Implementing Lean Manufacturing and Continuous Improvement Programs.
• Responsible for die shop function, Process engineering group and the Quality department.
• Support sales & marketing to secure new customers.
• Accountable for cost control programs keeping our competitive edge in a tough extrusion market.
Accomplishments:
• Re-organized extrusion process flow for the 7” & 8” press work cell.
• Worked with Maintenance team to implement extrusion operation Preventative Maintenance Program.
• Engineered & introduced new die and press tooling for complex shapes we are extruding with great results.
• Customer I had previously worked with I secured their extrusion with Crystal Finishing System.
• Installed protective silicon bumpers to extrusion racks to reduce handling damage and load shifting.
• Introducing advanced tooling technology for multi hole thin profiles increasing productivity by 9%.
• Start a bench mark program for the 7”, 8” & 10” presses.
• Controlled the extrusion process and introducing new die designs we converted level 4 dies to level 2.
• Start the implementation of 7’S Program.
• Enrolled in company sponsored customer service and lean manufacturing programs, class room training and implementing what I have learned on the plant floor.
• Implementing die management programs and die maker’s evaluation system objective to reach 90 plus percent first time extruding out of the box.
• Reduce die shop staff by four and successfully tied the die shop with the extrusion operation.
• Converted twenty-one profiles from traditional pack and ship process to pack and ship off the press.
• Initiated daily pitch & quality programs at each extrusion press eliminating traditional supervisory position.
Franklin Aluminum Co. Extrusion Process Owner: July 2006 to October 2008
• Complete Responsibility for the Operation of the Extrusion Department.
• Implementing Lean Manufacturing and Continuous Improvement Programs.
• Responsible for the Engineering Function of Press Tooling and Die Design.
• Accountable for new Product Launches, and Extrusion Die Management.
• Support Plant Process Engineers & Quality Engineers.
Accomplishments:
• Completed The Implementation of 7'S Program.
• Re-Organized The Extrusion Process Flow.
• Organized & Implement Press Operation Preventative Maintenance Program.
• Established Extrusion Tooling MRO Stores.
• Start The Implementation of Six Sigma Lean Manufacturing Programs Using The Toyota Production System.
• Completed The Engineering of Press Tooling, Extrusion Best Practice to meet Customer Quality Requirements for Chrome, Anodized and Painted Extrusions. Results: Scrap decrease by 25%.
• Developed Extrusion Procedures to achieve required TYE controlling Spring Back in The Forming Process.
• Successfully Completed Four Kaizen Workshop to Convert a Traditional Extrusion Work Cell to The Lean Concept. Results: What was produced in seven days now can be completed in four days.
• Engineered New Extrusion Racks That made it Possible to Minimize Handling Damage.
• Introducing Advanced Tooling Technology to Increase Productivity by 25%.
• Started a Bench Marking Program for The Extrusion Process.
• Reduce The Work Cell at The Finishing Saw by One Operator per Shift.
• Completed Two D.O.E. Results: Potential 14% Increase in Product Recovery.
• By Controlling Extrusion Parameters and Introducing New Die Design. Increase Die Life by 30%.
Contract Position: October 2005 to July 2006
1. Plastech Inc: Launched 27 Plastic Extrusion Profile for The Jeep Program.
2. Guardian Automotive: Launched 4 CO-Extrusion Profiles for Nissan Program.
Indalex Aluminum Solutions: March 2003 to October 2005.
Continuous Improvement Engineer Responsible for the Quality Department at the Kokomo & Connersville Plant. Implementing Continuous Improvement and Lean Manufacturing Programs at Four of Indalex Extrusion Facilities. Also in Part Supporting other Indalex Plants with Product Launches. I was The Single Point of Accountability to Five of Indalex's Major Customers.
Projects Completed at The Kokomo Plant:
• Completed 5’S Plant Clean up and Re-Organized the Manufacturing Process Flow of the Extrusion Process, Fabrication and Packing Departments.
• Organized The Maintenance Department & Opened MRO Stores.
• Implemented Lean MFG Programs using The Toyota Production System as Overarching Principles.
• Completed ISO9001:2000 Certification and Registration.
• Faultlessly Launched: Utility Trailer, Featherlite, Great Dane, and Midwest Industries extrusion programs.
• Successfully Completed The Implementation of SMED in The Fab Department.
• Organized, Stream lined packing department establishing a supermarket and Kan Ban for all Packing Supplies.
• Completed a Kan-Ban Inventory System to Service The Depot Program.
Projects Completed at The Elkhart Plant:
• Completed ISO9001:2000 Certification and Registration.
• Faultlessly Completed The GMT 800 Profile Launch for Magna Corp.
• Engineered New Packing Racks That made it Possible to Eliminate One Packing Work Cell.
• Completed Four Kaizen Workshop Converting The Metal Saw Work Cell to The Lean Concept. Results: What was produced in five days now it takes three days with four fewer operators.
• Developed in House Ultrasonic Testing Process for Specialty Rod and Bar Profiles.
Projects Completed at The Connersville Plant:
The Plant a new acquisition; I worked with Technical / Engineering group to complete up grade and to install new equipment.
• Completed ISO9001:2000 Certification and Registration.
• Stream lined Extrusion process to service Heavy Transportation extrusion market.
• Implemented lesson learned from the Kokomo packing line at Connersville with Great Results.
• Completed the launch for Wabash National extrusion program.
• Trained Quality Personnel to test Aluminum extrusion per set ASTM Standard.
• Worked with press lead to improve extrusion process
• Within a few weeks, all of the departments functioned as one unit.
Projects Completed at The Mississauga Plant:
• Support The Launch of GM Engine Cradle Profiles.
• Developed Extrusion Best Practice to achieve Special TYE Requirements for The GM Engine Cradle.
Alcoa Automotive Auburn Indiana: Process Engineer / Q.A. Supervisor. June 2002, to March 2003.
Restructured the Quality Department and implemented the Toyota Manufacturing and Quality System.
Implement Six Sigma Lean Manufacturing Program, & administered structured problem solving and root cause analysis targeting defect free configuration using run chart.
• Worked with The GM. Team to regain preferred supplier status. Exit CSI & CSII for The Engine Cradle Platform.
• Worked with Delphi Supplier Quality Team to Exit CSI and CSII for The Corvette Platform.
• Completed the successful launch of: The Magna Platform, Wilkinson Platform & the Toyota 483 Bumper.
Kautex Textron Avilla Indiana: Manufacturing Process Engineer. June 2000, to June 2002.
Manage and direct all of the process Engineering Functions for the Mitsubishi Manufacturing/Assembly Platform. Accountable for the implementation of Six Sigma Lean Manufacturing Programs evaluating assembly stations cycle time study for each station. Engineered and installed auto deflash station for the blow molding press result: reduction of press cycle time by 33 second and reassigned 3 operators off the Mitsubishi line.
Responsible for continuous improvement work shop to identify value stream and improve production efficiency for the use of material, equipment and man-power.
Responsible for writing and administering of: DFEMA, PFEMA, CONTROL PLAN, and operator instruction with visual aide.
• I wrote blow molding best practice manual and installed PWDS to control material cost.
• Took a great initiative in training manufacturing personnel to identify customer requirements and meet set objectives through structured problem solving and root cause analysis using run chart.
• Successfully completed all of the required trials from the F.S. stage to the Quality confirmation stage and the engineering/design Layout of all assembly stations for the Toyota 500N platform.
• Successfully completed the engineering and down line assembly process for the Toyota 483 Platform.
• Launched the following programs GMT800, GMT610 and GMT500.
Twenty plus years career within the same group in the Manufacturing and Application of Industrial Coating.
RPM: 1993 to 2000
As a Plant Manager successfully operated a variable sale driven manufacturing and capital budget exceeding set performance KPI’s.
• Established an inventory control system to measure inventory turns of finished goods and raw material and eliminate stock out at all satellite warehouses and distribution centers.
• Engineered and installed new process increasing productivity by 13%.
• Implement packaging material supply program to control cost of goods sold in the first year we saved 2%
• Responsible for all regulatory DOT regulation and all necessary permitting to operate the manufacturing plant.
• Initiated six sigma projects with capital dollars assigned for each continuous improvement Kaizen to establish synergy between Manufacturing, Process Engineering, Quality and The Customer.
• At the plant level we pioneered the house account principal to maintain our competitive edge in a tough market without sacrificing margins.
• At the manufacturing floor I managed in a flat structure Plant Manager, Quality Manager and a work force.
Man-Gill Group: 1982 to 1993
As a Plant Manager I was directly responsible for Manufacturing Operation and to the Development of Operating Strategies, Cost analysis and Improve Plant Process.
• Identified customer needs designed a total quality management program increasing Man-Gill visibility through strategic monthly visits with customers. Within 18 month return dropped by 7%.
• Engineered and installed a new paint additive plant creating a new Customer Base.” ROI of 30 month.”
• Responsible for the design and implementation of training programs so all employees are able to perform all aspect of their job in accordance with company standards for safety, quality and productivity. Meeting stringent requirements of 1.5% adjustment cost on all products.
• Played a major role in coordinating the development of coating to Aluminum extrusions with at the Extrusion Plant in Kokomo and Alcoa Cleveland.
• Successfully implemented a work cell concept eliminating the traditional production supervisor position.
• Acquired necessary technical training and experience for OSHA and EPA regulations.
Mameco Group: 1979 to1982
Managed and directed all manufacturing and scheduling functions. I planned production activities and established priorities to optimize output and control cost factors.
• Introduced new monitoring procedures for the batching system that reduce two hours of processing per batch.
• Installed flow meters to cut gas consumption to all plant boilers by 25%.
• Designed and installed a 10,000 gallon water recovery system to all plant reactors to save $12,000 per month.
• Accountable for the batch process I worked closely with R&D, Quality Control and Plant Leads to solve manufacturing problems in a quality circle forum increasing yield by 10%.
EDUCATIONAL ACHIEVEMENTS
Three Years of Chemical Engineering, Accounting and Economics at Cleveland State University.
One Year at Kent State University Studying Coating Technology.
Ten Years implementing Six Sigma Lean Manufacturing Programs.
Fifteen Years Automotive Program Management System and Project Management.
Eight years Implement ISO 9001, QS 9000 & ISO/TS 16949.
Completed The Paulson Training for Plastic Extrusion, Injection and Blow Molding.
Completed Zipps Injection Molding Training Program.
Wrote a Comprehensive Best Practice Manual for The Implementation of Six Sigma and Lean Manufacturing Programs. Studying Advanced Manufacturing Programs, Customer and Supply Chain Management.
ASQ Certified Six Sigma Black Belt.
Through Executive Education I Studied the Toyota Production System in Toyoda City Japan.
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