Manager Engineer
Resume:
JOSEPH FRANCEL
Papillion, NE 68046 USA
Phone: 402-***-****
**********@*****.***
SUMMARY OF QUALIFICATIONS
Senior level engineering business driver, strategist, and change agent with 16+ years corporate leadership experience. Proven performance defining and executing operational and engineering strategies that elevate organizational performance. Demonstrated success in solving complex problems, implementing impactful improvements, developing benchmarking solutions, mentoring and communicating effectively from the plant floor through executives spanning automotive, ductile pipe, equipment manufacturing, aggregate, sample handling, and consumer products industries. True value is the ability to build synergy, leverage commonality, and drive consistency across a global organization utilizing lean and six sigma tools, providing the foundation for raising an organization to new heights of performance. Customer-oriented, with an approach to improvement that is founded in operating from the customer’s perspective. Additional expertise includes:
Strategic Operations Leadership
Project Management
Best-In-Class Manufacturing
Lean Manufacturing Deployment
Metrics & Performance Management
Continuous Improvement
Change Management
Automation Design Management
Organizational Development
Six Sigma / DMAIC / DMADV / DMADD
Value Stream Mapping
Kaizen / Error Proofing
EXPERIENCE & ACHIEVEMENTS
AMSTED INDUSTRIES GRIFFIN PIPE PRODUCTS COMPANY DOWNERS GROVE, IL 5/2007 to 3/2010
Plant Operations and Engineering Manager Council Bluffs, IA (01/2009 to 3/2010):
Appointed by the president of Griffin Pipe Products to take over the Council Bluffs, Iowa plant after a labor dispute with the United Steel Workers that lasted 6 months. Mended the relationship with the United Steel Workers to generate a paradigm shift in approach to developing team oriented creative solutions that resulted in technology that provided a technological cost edge over competition. Developed cost metrics that had a direct impact in reducing indirect operating costs. Led and mentored problem solving teams, using analytical techniques to resolve manufacturing, engineering and equipment maintenance issues. Established and implemented capital project plan that increased plant efficiency and productivity while reducing environmental impact. Gained comprehensive experience negotiating a new labor contract with USW.
* Overhauled entire melting operation and increased melting capacity by 40% while reducing particulate emissions by 26%.
* Developed a new plant operating strategy that increased large diameter pipe manufacturing capacity by 150% while reducing one shift of production operations.
* Partnered with Technical Services Group to create a systemic issues review team which focused on eliminating quality issues by providing visibility to field failures and by ensuring best practice sharing. Enabled a 6-12% reduction in warranty costs.
JOSEPH FRANCEL
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* Led initiative to bring pipe outlet manufacturing back into the plant which enabled the development of outlet pipe quality metrics while reducing the manufacturing costs by 18%.
* Provided instrumental leadership over the procurement, engineering, and maintenance teams to reduce monthly indirect plant operating costs from $2.52 million to $1.97 million.
* Authored and established shutdown engineering and maintenance plans that included pre-start-up manufacturing departmental checklists to ensure an on-time start-up and to meet accelerated productivity targets.
* Implemented new safety programs that reduced overall Plant Safety TIR by 57%.
Corporate Engineering and Maintenance Manager Downers Grove, IL (05/2007 to 01/2009):
Recruited by ex-Ford Motor Company Senior Leadership to establish common preventative maintenance practices while implementing lean manufacturing and six-sigma philosophies to increase equipment uptime, surpass quality metrics, while ensuring best practices at all 3 GPP facilities. Re-focused the plant engineering teams to meet internal customer driven performance metrics while addressing safety needs. Provided strategic leadership to establish a skilled trades education program to maintain and improve technological capacity and organizational performance.
* Implemented Maximo, an asset management CMMS program, to establish track, emergency, planned and preventative maintenance work orders to measure maintenance and engineering performance and establishing data to qualify capital projects.
* Collaborated with plant safety coordinators to establish a common Arc Flash safety program for authorized personnel for all GPP facilities.
* Facilitated practical problem solving techniques such 8D, 5 Why, and fishbone diagrams to assist in the determination of root cause and establish interim, permanent, and preventative containment actions which resulted in a 22% combined equipment downtime improvement.
* Utilized outside vendor expertise to establish PLC, electrical drive, power distribution, operator interface and electrical motor practices to train maintenance electricians and established a similar hydraulic and welding program for the maintenance mechanics. Both programs contributed to 22% combined equipment downtime improvement.
DAIMLERCHRYSLER BELVIDERE, IL Body Assembly and Stamping Area Manager 11/2005 to 5/2007
Recruited to launch new body assembly area consisting of 850 ABB robots and supporting Rockwell Automation products in a three vehicle exchange operation. Articulated the new body assembly manufacturing corporate vision and achieved performance and flexibility never seen before in Chrysler. Utilized SMART manufacturing principles to accelerate new vehicle launch curve.
* Authored a rapid issue escalation process for manufacturing, to ensure a successful new product introduction.
JOSEPH FRANCEL
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* Led engineering teams to generate process FMEA’s and develop first-hand solutions to improve productivity and generate quality processes that limited the amount of downtime by developing preventative maintenance programs to meet SQDCM (Safety, Quality, Delivery, Cost, and Morale) standards for Body Assembly and Stamping operations.
* Conveyed new operating strategies and needs to Product Engineering, Executive Plant Leadership, and departmental personnel to reinforce and achieve the SMART Manufacturing metrics established for Body Assembly
* Oversee a 24 hour / 3 shift staff of maintenance and engineering personnel comprised of 20 maintenance supervisors, 16 engineers, 234 UAW skilled trades and 372 UAW operators.
FORD MOTOR CO., CHICAGO, IL 7/2000 to 11/2005
Manufacturing Engineering Manager (2004 to 2005):
Selected for this role to provide key leadership in establishing the process operating system to build a new model: the Ford 500 which utilized platforms similar to those at Volvo. Articulated corporate vision, and ultimately achieved best-in-class levels, increasing final assembly line production capacity. Maximized utilization of data from the Quality Leadership Systems, and functioned as the primary resource to address and resolve equipment performance issues and quality issues across department, applying Six Sigma DMAIC/DMADV methodology.
* Overhauled maintenance organization and established an “equipment ownership” program that fostered a DMAIC team approach to solving equipment performance issues as well as increasing equipment FTT yield and on-time performance.
* Drove a corporate culture shift, communicating to 1200 employees that continuous improvement starts with each of them, and empowering them to ensure that each vehicle was a quality product leaving their work station.
* Implemented an error proofing and critical fastening strategy that recorded all torque fastening data for critical joints for each vehicle while ensuring no job left its station before it was completed or dispositioned.
* Oversaw a 24 hour /3 shift staff of maintenance and engineering personnel comprised of 8 maintenance supervisors, 12 engineers, and 104 UAW skilled trades.
Engineering Superintendent Electrical VRT Champion (2002 to 2004):
Promoted to the Chicago Assembly Plant to provide leadership and expertise of the new powertrain for the new Ford Freestyle and Ford 500. Conceptualized and implemented a new powertrain and electrical system test strategies to achieve best in class performance levels.
* Led design and implementation team in the development of the first broadband wireless vehicle test system in Ford Motor Company that decreased vehicle testing time by 12%.
* Conceptualized and developed robust Manufacturing Quality Operating System (MQOS) for a 3 vehicle assembly line.
* Authored re-work/repair procedure in accordance with Ford Motor Company and Federal Regulations and Standards.
JOSEPH FRANCEL
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* Designed and installed a moon roof test fixture that reduced moon-roof commissioning cycle time by 36% and was later adopted by all Ford Motor Company Assembly Plants.
Lead Engineer & Six Sigma Green Belt Electrical Cleveland Engine Plant 1 (2000 to 2004):
Recruited to lead design and start-up teams (Including unionized labor) to meet and/or exceed program cost initiatives, safety initiatives, ergonomic initiatives, and lean manufacturing directives developed for this and future global engine programs. Implemented a new common engine assembly platform that exercised best practices of Ford, Jaguar, Land Rover, Mazda, and Volvo. Drove a common approach to engine assembly processes and equipment that would meet the needs of vehicle assembled in the United States or overseas.
* The flexibility of the Duratec Engine Assembly Line enabled the addition of the new ECO-BOOST engine with only a 22% retooling cost versus retooling a traditional engine assembly line.
* Implemented a “No Faults Forward” quality operating philosophy that instituted inline testing of every engine opposed to a sample end of line test.
* Provided team leadership when tasked to design 100% cold engine test that would capture the same engine performance data as a fired engine to reduce greenhouse gas emissions. This solution has now has reduced the need to hot test only 1%of every new engine.
* Lived in Germany for 2 years as the sole resident engineer for development and build of the new Duratec engine assembly line that exercised flexibility to support multiple engine architectures never seen at Ford Motor Company while leveraging the stronger US Dollar against the Euro.
* Authored training programs and PM manuals for the new Duratec Engine Assembly Line installed at CEP 1
EATON CUTLER-HAMMER MILWAUKEE, WI 10/1996 to 07/2000
Principle Engineer/ Project Engineer/Project Aggregate Industry Engineering Manager
Recruited to develop automation teams that were part of a new automation endeavor launched by Eaton Cutler-Hammer. This endeavor was developed to penetrate the automation controls market by utilizing PC-based control and industrial networked solutions while maximizing the use of existing Cutler-Hammer product offerings. Developed “turnkey” automation solutions for the automotive, material handling, and aggregate industries. Teamed with the sales force as technical liaison to ensure customer wants and expectations were captured in the proposed automation solutions. Implemented a new common aggregate operations platform strategy that reduced aggregate plant start-ups to weeks instead of months while implementing industry best practices.
* Designed and installed the first DeviceNet PC-based control system in Ford Motor Company. This automation
solution received a write-up in the Control Engineering magazine
* Developed aggregate industry automation solutions that were featured in Aggregate Manger and Managing Automation magazines
JOSEPH FRANCEL
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* Generated system proposals, functional specifications, and technical quotes for the Cutler-Hammer sales force
* Became the Cutler-Hammer resident expert on aggregate facility operations and developed automation solution teams that accounted for $24.8 million dollars in annual sales of project management, engineering services, and Cutler-Hammer components for the aggregate industry
* Authored and improved technical training programs and sales aids for the Cutler-Hammer sales and distribution
force with the primary focus on the automotive, aggregate, consumer goods and material handling industries.
* Created custom training and maintenance programs for customers to establish self-sufficiency with purchased solutions
* Received Cutler-Hammer Automation National Sales Force Award in first year.
Prior Positions
NAMCO CONTROLS 07/1992 to 10/1997
Business Development Product Manager and Applications Engineer
ACADEMICS
UNIVERSITY OF CHICAGO GRADUATE SCHOOL OF BUSINESS
Executive Development Program Graduate
Emphasis: Performance Measurement, Quality & Productivity
CLEVELAND STATE UNIVERSITY / OHIO UNIVERSITY
Bachelor of Science Degree, Electrical and Computer Engineering
Emphasis: Electrical Controls, Power Distribution, and Communications
RELEVANT TRAINING
Ford Motor Company: Lean Manufacturing Certification, Green Belt Certification, Black Belt Training, Kaizen, DMAIC,Design for Manufacturing, JIT Manufacturing, Value Stream Mapping, Ford Production
Systems, PFMEA, Total Preventative Maintenance, Error Proofing, ISO 9001 & QMS training
DaimlerChrysler: SMART Manufacturing, Practical Problem Solving, ISO 9001
Amsted Industries: University of Chicago GSB Building and Implementing Growth Strategies, Strategies and Process of Negotiations, Leadership Journey Management Development Program, ISO9001
ENGINEERING AND AUTOMATION SOLUTIONS
ENGINEERING SOFTWARE
AutoCAD2009, SolidWorks 2010, Lab View, and MathCAD
PROGRAMMABLE LOGIC CONTROLLERS
Rockwell Automation ControlLogix 5000 and MicroLogix; Allen Bradley PLC5 and SLC500; Siemens S7, S5, and Symantic505; Modicon Quantum; Telemechanique/Group Schneider Premium Series
JOSEPH FRANCEL
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INDUSTRIAL NETWORKS
Ethernet IP, DeviceNet, ControlNet, Interbus-S, ASI Bus, and CAN
ROBOTIC CONTROLLERS
GE Fanuc and ABB
IBM MAXIMO ASSET MANAGEMENT SOFTWARE (CMMS)
AWARDS AND PUBLICATIONS
Ford Motor Company Rock Award for Manufacturing Excellence 2004 & 2005
Eaton Cutler Hammer Sales Force Award 1998
Automation Solutions published in Control Engineering, Managing Automation and Aggregate Manager magazine
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