Manufacturing Leader

ANTHONY MARK ISRAEL

**** ******** **, *********, ** 37803 t 865-***-**** t ********@*****.***

SUPERVISOR/ENGINEER / LEAN MANUFACTURING LEADER

Management / Mechanical Engineering / Capital Projects / Process Improvement / Continuous Improvement / Maintenance Systems / Cross-Functional Teams

Skilled management/engineering professional with successful project and maintenance management experience in manufacturing environments. Proven expertise in department management, engineering, budgeting, vendor selection/management and installation of equipment to improve processes and operations on time and on budget. Outstanding record handling complex projects/situations under pressure requiring strong analytical and leadership skills in challenging environments.

SELECTED ACCOMPLISHMENTS

· Assisted in training and successful implementation of Oracle (maintenance management systems)

· Developed system to electronically capture data, and calculate OA / OEE – rewarded for exceptional job performance, building and maintaining rod repair system

· Developed, initiated, and maintained procedures and work instructions relating to tooling, including set-ups, preventive maintenance schedules, tracking use, and building equipment history

· Trained employees in principles of lean manufacturing. Recognized as “champion” in leading efforts to implement lean manufacturing principles

· Reduced WIP inventory by 50%

· Reduced in house scrap rate by 20%

· United States Marine Corps – non commissioned officer - 1984 to 1988

· Navy Achievement Medal – received in recognition for accomplishments during re-activation of Marine Corps Battalion in Okinawa, Japan

Key Skills: Self-starter who thrives in challenging environments. Adept at introducing and implementing new process to gain greater productivity. Managing craft and production workers. Strong communication skills.

BS, Mechanical Engineer, Almeda College

CAREER HISTORY

Alcoa Inc.

Smelting Maintenance Planner, 2007-2009. Schedule and prioritize daily maintenance activities. Write, plan, and schedule corrective and preventive maintenance tasks. Other duties included training salaried and hourly personnel on preventive maintenance/work order systems, and modifying/updating system databases. Build complete job packages, to include work instructions, job safety analysis, permits, special tools, parts, and equipment. Coordinate with production department for availability of equipment to be repaired, as well as correct maintenance manpower available.

Production Supervisor, 1997 – 2000 and 2002 – 2007. Lead and participate (as a positive role model and resource) in continuous improvement activities using Lean-Manufacturing tools. Focus on engagement and ownership of employees through training, continual communication, and on the floor engagement. Assist in the development of Lean Manufacturing goals, and objectives, and plans for the department to support the Plant and BU goals and business plan. Provide processing,

maintenance, and organization planning expertise to resolve problems in all areas of the department for positive improvement. Work with the employees through training and hands-on / on-the-floor management techniques. Lead department’s efforts in Daily Management activities. Developed system to capture data in order to calculate shift OA / OEE. Awarded for exceptional job performance - building and maintaining rod repair system. Make every possible effort to ensure safe work environment for all employees. Supervise daily activities of Anode Assembly Operators, and Furnace Operators. Provide direction to maintenance personnel on all trouble shooting/problem-solving issues. Schedule overtime, as needed to support the operation. Issue discipline when necessary. Communicate with internal customers, and suppliers, on a daily basis. Communicate with direct supervisor, as well as direct reports, on a daily basis, in effort to build a “teamwork” environment.

Die Shop Supervisor/Process Engineer, 2000 – 2002. Maintain adequate inventory of all tooling required by production. Make proper tooling available to production as schedule dictates. Coordinate repair/replacement of tooling both in house and by outside vendors. Search for and develop dependable professional relationships with tooling vendors from all over the U.S. and worldwide. Develop, initiate, and maintain all procedures and work instructions relating to tooling; including set ups, preventative maintenance schedules, tracking amount of use, and building history of tooling. Play a major role in product development and process engineering on a daily basis. Have input in initial tooling design, and modifications. Recognized as a “champion” in leading efforts to implement lean manufacturing principles (5s, visual management, JIT) throughout the plant. Trained employees on principles of lean manufacturing. Through APS, assisted in reducing WIP inventory by over 50%. Through APS, assisted in reducing in house scrap rate from over 30% in February 2001, to a sustained rate of less than 10% in October, November and December 2001.