Manager Quality

Gregory A. Balek

***** ******* **., ****** ** *6033

317-***-**** Home

313-***-**** Mobile

q4tw8l@r.postjobfree.com

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SENIOR MANAGER

Charismatic leader with proven ability to build high performing management teams focused on superior results. 20+ year’s progressive experience in manufacturing; managing over 250 direct and indirect reports. Consistently recognized for top-level performance; strong, decisive communicator able to gain commitment and drive positive change through participative management. Proven strengths in:

• Strategic Planning

• Leadership and Team Development

• Lean Manufacturing – Toyota Manufacturing System

• Team Based Problem-Solving

• Performance Management and Mentoring

• Business P&L Management

• Turn Around Performance

• Product Launch and Implementation

• Change Agent

• Safety & Quality Culture

• Cross-Functional Integration

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PROFESSIONAL EXPERIENCE

USEC – Oak Ridge, TN 5/2009 to 7/2011

Contract Officer and Technical Representative – Nuclear Power

Responsible for the effective management and implementation of a $218 MM commercial contract that provides sub-components to a $6B nuclear fuel generation facility. Directly responsible for the identification, selection, and qualification of various manufacturing sites throughout the continental United States that would manufacture high quality components for the nuclear industry.

• Identified and reduced cost of manufacturing by $3 MM per phase in machine build costs.

• Identified and implemented an additional $2.1 MM in reduced transportation costs.

• Developed supply base that achieved 100% on time, at quality and cost delivery.

• Enhanced all supplier quality programs to meet nuclear quality assurance standards.

• Negotiated and Implemented long term commercial contracts with various suppliers based on long term

relationships.

• D.O.E. “Q” level security clearance.

UTLX – Muscatine, IA 1/2009 – 5/2009

Plant Manager: Muscatine IA, Rail Car Repair Facility 1/1/09 –5/5/09

Contract position to provide turn around strategy and culture change initiatives for a pilot program within the railcar repair industry.

• Identified and implemented primary Lean Manufacturing systems that enabled an increased profitability within a pilot plant.

• Achieved a 25% increased level of profitability in 3 months.

• Established the necessary systems and processes that where eventually cascaded to other facilities throughout the continental United States.

Chrysler Automotive Manufacturing – Detroit, MI 1997-2008

Production Manager - Body Shop: Sterling Heights Assembly 3/1/06 -12/31/08

Responsible for a $750 MM Automotive Body Shop revamp. Reporting to the facility general manager, led 10 skilled trades and non trades’ managers in establishing and launching a state of the art automotive body shop.

• Successfully launched a new integrated automotive body shop capable of manufacturing 1,000 cars of three different body styles every twenty hours.

• Developed and implemented necessary programs and processes for the training of 350 UAW union employees (skilled and non-skilled) in Lean manufacturing and team based manufacturing principles.

• Implemented Red X and Green Belt problem solving processes within the Department.

• Achieved cost and quality targets on all launch vehicles while maintaining safety and morale standards within the Department.

• Improved Department absentee performance by 20% after launch while maintaining cost per unit targets.

• Created the position of hourly team leader and implemented the position within the Department. Position was eventually cascaded throughout the facility.

• Identified and Implemented shop floor cost reductions through hourly work teams in excess of $5 MM based on PDCA concepts.

• Achieved process takt time and process improvements by incorporating direct accountability of production work teams for these metrics.

Press Room Manager – Stamping: Warren Stamping 1/1/04 - 3/1/06

Responsible for all Chrysler performance metrics (Safety, Quality, Delivery, Cost, and Morale) in a 7 day, 3 shift UAW union metal stamping facility. Responsible for 9 direct report managers and 120 indirect hourly workers in a world class metal stamping facility within the Chrysler Worldwide Manufacturing System.

• Successfully launched 5 new body styles at cost and quality targets.

• Improved overall quality performance by reducing non-conformances and scrap by 18%.

• Increased throughput by 11% by developing single digit die change techniques.

• Implemented Lean Manufacturing and Team based problem solving techniques within the Department.

Continuous Improvement Manager – Stamping: Warren Stamping 3/1/97 - 1/1/04

Responsible for development and implementation of the necessary training and processes needed to achieve ISO certification for a $3 B/year stamping facility within 11 months. Responsible for the development and implementation of all systems and processes required to sustain ISO certification.

• Successfully certified the first Chrysler Manufacturing facility on time and on budget.

• Successfully managed 12 UAW hourly trainers.

• Successfully worked through cross functional areas to establish various quality processes and systems required for

ISO certification.

• Successfully worked with senior UAW leadership in implementing all process and system changes necessary to achieve ISO certification.

• Successfully transitioned Quality Inspection System to a Quality Audit system realizing a reduction in hourly inspector by 35% all of which was accomplished through normal attrition in a two year period.

FORD Motor Company – Flatrock, Mi 1995-1997

Production Supervisor – Stamping

Responsible for all manufacturing processes in a high volume metal stamping process in support of an automobile assembly facility.

• Successfully met all production, quality and cost targets of facility.

• Successfully implemented Corporate Safety programs.

• Successfully maintained positive labor relations with a union workforce.

Michelin Tire Corporation – Greenville, SC 1986 – 1995

Curing Process/Quality Manager 1/93 – 3/95

Responsible for the tire curing process in a 24/7 tire manufacturing process to include process control, quality systems implementation, and product launch.

• Successfully implemented all production, quality and cost targets of facility.

• Reduced process waste by 8%.

• Maintained excellent labor relations and sustained a non-union work environment.

Production Measurement Systems Manager 1/90 – 1/93

Responsible for identifying and implementing non-contact measurement systems into the manufacturing process that would augment the quality and performance of the manufacturing systems within a modern tire manufacturing process.

• Identified and Implemented several advanced laser and Video measurement systems that were applied throughout the Michelin manufacturing processes world wide.

Production Supervisor 1/86 – 1/90

Responsible for learning all aspects of the Michelin Tire Manufacturing process from blending through manufacturing and testing.

EDUCATION

Doctor of Philosophy – Organizational Effectiveness/Leadership in process 35% complete with target completion in July of 2013. University of Phoenix

Master of Arts – Business, Central Michigan University, Mt. Pleasant, MI 1982

Bachelor of Arts – Political Science, University of Illinois, Champaign – Urbana, IL 1980

Military Experience

• Commissioned U.S. Regular Army 1980 – 1994 Infantry Officer

• Various Assignments throughout Continental United States and World Wide as a Combat Infantry Officer – RANGER, to include Company, Battalion and Brigade level command and staff assignments in the areas of Operations and Planning.

• Graduated Command and General Staff/War College

PROFESSIONAL DEVELOPMENT

• Six Sigma Training

• ISO and NQA1 1984 Quality

• Change Agent Training

• RED X and Green Belt Training

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