Engineer Manager

Strong Engineer and Manager

Little Rock, AR

Summary: A strong engineer and manager with twenty plus years of hands-on experience in manufacturing, project management, lean/CI, product/quality engineering and new product development. Demonstrated ability to take on new challenges and achieve and exceed outcomes every time. An innovative problem solver with strong analytical skills and excellent written and verbal communications.

Work Experience and Accomplishments

River City Auto Body, Inc.

Little Rock, Arkansas

June 2003 – February 2012

President / General Manager of start-up business

•Started collision repair business. Implemented systems, hired and trained staff, and developed relationships with local / national fleet and insurance company clients.

•Business named the Best Auto Body Shop in Arkansas in 2010 KATV A-List viewer poll.

•Long standing board member of Arkansas Collision Repair Association. Served recent year term as Vice President.

Cerny & Ivey Engineers, Inc.

Norcross, Georgia

November 2000 - May 2003

Multi-disciplined engineering consulting firm and testing laboratory

Staff Engineer

•Managed all testing operations for test laboratory involving destructive and nondestructive evaluation of building products. Products included concrete brick and block, windows, doors, wall sheathing and siding systems, metal, wood and roof systems. Also tested prefabricated stairs and railings, structural columns, roof ventilation systems. Products and systems were tested for adherence to local, state, regional and national building codes.

•Developed and managed relationships with new and existing clients. Served as interface between manufacturers and state, local, regional and national code agencies.

•Performed field and laboratory forensic investigations of products and building materials to determine cause of failure. This work was typically performed on behalf of manufacturers and insurance clients and often resulted in depositions and court testimony.

Hill-Rom Incorporated

Norcross, Georgia

November 1993 – November 2000

$1.2 billion healthcare division of Hillenbrand Industries, a $2 billion publicly traded company

Director of Engineering

June 1998 – November 2000

•Managed all operations of engineering and R&D group for the industry leading division medical gas and equipment management products producer including all R&D and engineering budgeting, new product development, product support, project engineering, intellectual property management, documentation / records management and AutoCAD / Solid Works /Solid Edge modeling support.

•Successfully led integration of the engineering and R&D group of $70 million company into the divisional engineering group when acquired by $1.2 billion multinational healthcare division of a $2 billion publicly traded company.

•Completed rigorous new seven week Continuous Improvement / Lean Manufacturing training program for key managers of acquired companies (based on the Toyota Production System and training performed by former Toyota trainers).

•Implemented CI/LM into the development of new products, which involved concurrent engineering with rapid development of products while simultaneously developing manufacturing cells.

•Directed development and launched product lines including new, improved medical gas pipeline alarm system at a 20% cost reduction, new medical air and vacuums systems at a 15% cost reduction, new medical gas pipeline system valvebox with added capabilities and a 20% cost reduction, and new medical gas outlets that doubled the product offering with half the number of parts and a 45% cost reduction. These products accounted for over 70% of revenue for the facility.

Manager of Engineering

March 1995 – June 1998

(then Medaes – Medical Architectural Engineering Systems)

•Managed all R&D and engineering budgeting.

•Led New Product Committee made up of top corporate management and senior managers of functional areas including marketing, sales, operations and quality. The NPC made all decisions concerning major strategic capital expenditures on new and existing product lines.

•Directed new product development teams that included members from marketing, materials, manufacturing, service and quality assurance.

•Interfaced with sales, customer service, field service, contractors, installers, medical facilities and local/state/province code officials to ensure product commissioning and performance in the medical facilities.

•Ensured designs met all medical facility requirements including obtaining listings and maintaining compliance with applicable agencies including NFPA, NEC, UL, ETL and CSA.

•Relocated and integrated engineering group from $15 million acquisition into existing group.

Senior Product Development Engineer

November 1993 – March 1995

(then Ohmeda Medical Engineering)

•Developed new medical products and modified existing product lines for providing ceiling and wall mounted medical gas, electrical and communications connections in medical facility patient areas.

•Supported existing product lines for all engineering requirements including engineering changes, customer and contractor interface, supplier compliance issues and product specials.

•Led development of automated system for creation of medical facility project submittal drawing, shop drawing and as built drawing packages resulting in better communication during manufacturing and construction phases, and more accurate documentation during and after commissioning.

Michelin Americas R&D and Michelin Tire Corp

Greenville, South Carolina

August 1985 – July 1993

Product Development Engineer

August 1990 – July 1993

•Managed all phases of development of specific product lines at R&D center for multinational tire manufacturer. Involved hands-on experience ensuring product design met customers’ needs as well as meeting the producing plants’ high quality and productivity standards.

•Initiated, led development of and implemented program that reduced turn-around time for key prototype projects by one-third.

Production Supervisor

October 1988 – August 1990

•First line supervisor of multi-dimensional production line. In charge of 25+ production associates and maintenance staff working rotating shifts covering a 24/7 operation.

•Received commendation for defusing potentially violent situation involving distraught employee during midnight shift.

•Implemented just in time (JIT) into production system.

Process / Quality Engineer

August 1985 – October 1988

•Developed, implemented and taught training classes on product uniformity, one of the most demanding areas for improvement in automotive OEM customer requirements. After initial training of production supervisors and key production assistants, training was expanded to include representatives of all major departments of plant.

•Trained more than 80 production supervisors and production personnel in functional aspects of Statistical Process Control (SPC).

•Optimized production machinery to improve product uniformity and performance.

Education:

University of Arkansas

Master of Business Administration

Bachelor of Science Mechanical Engineering

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