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Director of manufacturing, General Manager manufacturing

Location:
Lake Zurich, IL, 60047
Salary:
100,000
Posted:
September 03, 2008

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Resume:

ALAN STEZSKAL

*** ******** ***** ****: 847-***-****

Lake Zurich, Illinois 60047 E-mail: s2c9v6@r.postjobfree.com

CAREER SUMMARY

An innovative manufacturing executive skilled in operations and facilities management. Demonstrated record of building strong, results oriented teams, which improved profits, increased quality, and improved fill rates while reducing inventory. Maintains a strong strategic focus to establish effective operations that best utilize corporate resources.

Experienced in using the effective improvement techniques from: APICS, MRP, Activity Based Cost, TQM, Kaisen, ISO, Lean Manufacturing, 5-S, JIT, Demand Pull, SPC, DFM and DFA. Managed and re-engineered both manual and highly automated plants to exceed performance expectations.

PROFESSIONAL EXPERIENCE

DE AMERTEK CORPORATION, Oak Brook, Illinois 2002 to present

A leading Designer and Global manufacturer of custom-made electronic modules and controls for the Automotive, Appliance, Commercial and Vending industries. A minority-owned business with manufacturing operations in the United States, Taiwan, and China. Certification to quality and environmental standards, Ford Q1, ISO/TS 16949 and ISO 14001

Director of Appliance Business and Operations (2006 to present)

P&L responsibility for sales and operations in the Appliance, Vending and Commercial controls industries. Key customers include Electrolux, Amana, Maytag, Dixie-Narco, Wittern, U-Line, Briggs and Stratton.

• Responsibilities included providing the means for a competitive advantage in the marketplace by developing and implementing processes and procedures, and developing personnel to meet or exceed corporate goals

• Coordinated a team of 5 Account managers that achieved 23% revenue growth and increased profit by 12% within two years.

• Negotiating customer / supplier contracts, achieved Global supplier status with Electrolux the first year and preferred supplier status the second year.

• Successfully launched 11 new programs into production, developed prototypes in the US and transitioned these programs to manufacturing plants in Taiwan and China.

• Facilitated Customer visits and Quality audits in China and Taiwan. Structured quality audits with two major customers. Achieved 92% and 95 % Supplier Quality Assessment ratings.

• Negotiated a direct shipment, logistics program from Shanghai, China to the customers manufacturing plant in Mexico. Coordinated consigned inventory program within customers manufacturing warehouse.

Director of Manufacturing (2002 to 2006)

P&L responsibility for a multishift, Micro Electronics and Printed Circuit Board operations, managed 237 employees and 9 direct reports. Directed professional in Engineering, Manufacturing, Materials, Shipping and Receiving.

• Transitioned the plant manufacturing operations from ISO9001 to TS16949, Introduced environmental standards ISO 14001.

• Re-engineered the manufacturing processes and organizational structure, including the introduction of Lean Manufacturing Techniques and Metrics. Reduced average monthly overtime by $120,000 and Improved on time delivery to customers from 76% to 98% within 6 months.

ALAN STEZSKAL Page 2

• Directed the Engineering and Manufacturing associates to improve customer quality from 2500 PPM to less than 50 PPM.

• Successfully transitioned the manufacturing operations from the United States to operations in Taiwan, resulting in annualized net savings in excess of $6,000,000. Outsourced Electronic manufacturing and assembly to subcontractors in Taiwan.

• Strategically realigned the manufacturing operation, reducing staff from 237 down to 30 employees without disruption to customer quality or delivery.

• Implemented continuous improvement programs, SPC and Lean Manufacturing concepts, and improved first pass yields from 68% to 97% in 9 months.

GENERAL BINDING CORPORATION 1999 to 2002

Senior manager of a Worldwide Manufacturing Team. This strategic organization is responsible for $225 million of production and sourcing of products for resale. GBC is an 850 million innovative global technology leader in document finishing, film lamination and visual communications products.

Director of Manufacturing, Buffalo Grove, Illinois (2000 to 2002)

P&L responsibility for an electro-mechanical machine assembly operation. Directed professionals in Accounting, Materials, Engineering, Purchasing, Manufacturing, and Facilities, while providing leadership to supporting operations.

• Directed a cross-functional team to reduce in-plant inventories by $2,700,000 while improving on time deliveries from 92% to 98% by establishing a preferred supplier program that achieved lower inventories through the use of Kanban and consignment programs.

• Improved quality of products produced from 88% to 97% by implementing cross-functional teams using TQM, DFA and DFM principles.

• Successfully launched a new binding machine assembly line, on-time and on-budget while exceeding the expectations for quality.

• Lead initiatives on 80/20 principles, Improved financial results of the operations by improving efficiencies from 72% to 93%. Revised manufacturing layouts on a periodic basis to ensure optimal effectiveness.

• Managed plant expenses below-plan levels; increased profitability by $250,000 in fiscal year 2001.

• Encouraged active participation in product design changes resulting in over $1,000,000 of annualized savings while maintaining on time delivery and quality standards.

• Strategically realigned the operations to maximize corporate effectiveness. Manufacturing was relocated to other facilities resulting in over $5,000,000 of annual savings.

Director of Manufacturing, Auburn Hills, Michigan (1999 to 2000)

P&L Responsibility for a multi-shift, vertically integrated manufacturer of commercial machines and high volume consumable supplies. CNC machining centers, fabrication, welding, and painting.

• Spearheaded the closing of the Auburn Hills plant, outsourcing and transitioning operations into three other plants in six months with no interruptions to delivery or quality.

• Reduced raw and WIP inventory by 34% and finish goods inventory by 26% while improving on time delivery by implementing ABC inventory methodologies.

• Improved fill rates from 62% to 98% by introducing a 2-bin Kanban system that reduced lead times from eight weeks to one week within two months.

• Out sourced metal fabrication, welding and painting. Reduced total cost by 25% and improved quality.

• Increased efficiencies from 60% to 94% in the CNC machining centers through process mapping and reconfiguring the layout for continuous flow manufacturing.

• Consolidated component suppliers from 117 to 37, resulting in over $750,000 annualized savings.

• Implemented visual manufacturing and 5-S methodologies resulting in a 35% reduction in floor space.

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DOMINO AMJET, Gurnee, Illinois 1997 to 1998

World leader in the manufacture and supply of commercial and industrial ink jet and laser printing equipment.

Manufacturing Manager

P&L responsibility for all aspects of manufacturing ink jet printers from raw materials through distribution. Interfaced daily with finance, customer service, sales and field service. Developed manufacturing operation objectives to support corporate strategies for growth and profitability as a member of executive team.

• Directed a dramatic restructuring of manufacturing operations resulting from the introduction of a new product line involving modular assembly techniques. Effected an approximate 50% staff reduction in operations, engineering, purchasing and material handling.

• Introduced two new products into the manufacturing process while phasing out five existing product lines with minimal disruption to productivity, quality or delivery.

• Improved finished product yields from 60% to 90% through implementation of Total Quality Management (TQM) and continuous improvement principles.

• Facilitated a cross-functional management team, which introduced JIT concepts and practices, reduced inventory costs, improved material flow, increased replacement part availability and eliminated material shortages. Implemented Supplier managed inventory for Fasteners, Cabinets and Packaging.

SHURE BROTHERS, INC., Wheeling, Illinois 1978 to 1996

Manufacturer of wireless microphone systems, mixers, sound reinforcement, and teleconferencing equipment.

Director of Operations (1993 to 1996)

P&L responsibility for managing an 80,000 square foot plant, three-shift operation which manufactured thru-hole and SMT printed circuit boards, wireless microphone systems and teleconferencing systems. Managed eight direct reports and oversaw the day-to-day activities of 350 associates and an $8.2 million operating budget. Directed professionals in Materials, Engineering Purchasing, Facilities, Manufacturing, and Human Resources.

• Played key role on the S.B.U. management teams that developed new product strategies. Teams consisted of Marketing, Engineering, Sales and Operations.

• Introduced JIT concepts: stock on line, dock to point of use, two bin systems, Electronic Kanbans, bin management, Supplier managed inventory and demand pull methodologies.

• Encourage active participation from suppliers to achieve annualized price concessions of $500,000.

• Directed a cross-functional team to replace stocked systems with a build to order ERP manufacturing environment and the implementation of Kanbans, repetitive and cellular manufacturing. Implemented new SAP ERP operations systems.

• Initiated the SHURE Skills 2000 Team to identify current and long-term training needs of the hourly associates to keep them technically current.

• Improved SMT yields from 85% in 1991 to 93% in 1993, which included 170 different P.C. boards, 60,000 boards per month and an average of 200 components per board.

• Implemented a preventative maintenance and plant safety program, which reduced downtime by 75%.

• Selected as the Project Leader and Facilitator for the first Total Quality Team. Reduced cycle time from six weeks to four hours. Reduced floor space by 39%, improved yields from 58% to 89%, decreased WIP by 58% and reduced the number of steps by 79%.

• Led and coordinated the accounting and engineering resources to implement Activity Based cost (ABC)

Plant Manager (1987 to 1993)

Section Manager for Engineering (1985 to 1987)

Senior Manufacturing Engineer (1980 to 1985)

Manufacturing Engineer - New Products (1978 to 1980)

EDUCATION

B.S. Degree, Manufacturing Engineering, University of Wisconsin 1978

APICS Certification, Oracle, SAP



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