Manager Manufacturing Engineer

BERNARD A. BALTZ, JR.

*** **** **** ****, ****** Bluff, MO 63901, 870-***-****, ******.*****@*****.***

PLANT MANAGER / DIRECTOR OF OPERATIONS

Drive measurable success by leveraging demonstrated strengths in leadership, facilities management, and operations support.

Accomplished professional with more than 20 years of added value and expertise in all facets of operations management, project administration, and staff direction. Talented in the implementation of lean manufacturing principles throughout large multi-million dollar facilities. Deliver an unparalleled record of accountability-based leadership. Able to coordinate and direct multiple projects simultaneously while managing and motivating teams.

KEY STRENGTHS

Six Sigma Methodology

Kanban & Kaizen

Production Improvement

Process Re-Engineering

Staff Training & Development

Productivity Metrics

ISO 9000 Certification

Lean Manufacturing (DFT)

P&L Management

PROFESSIONAL EXPERIENCE

Nordyne, LLC, Poplar Bluff, MO (2008–2012)

Manufacturing facility of residential furnaces, air handles, split systems, cased coils, heat pumps, rooftop heading, and air conditioning units with $650M in annual sales and 600 staff members.

Operations Manager

Enlisted to drive improvements in production process and performance metrics. Supervised team of 7 staff members, including 4 supervisors and 3 engineers. Spearheaded cost improvement projects and maintained bill of material and operation methods. Provided production oversight and support across 4 departments, monitoring manufacturing metrics for productivity, quality, scrap, and safety. Partnered with Controller, Supply Chain Manager, Facility Manager, HR Manager, and Plant Manager on financial and strategic planning initiatives. Administered annual operating budget of $100M and capital budget up to $5M. Proposed, documented, and justified capital expenditures.

Key contributions:

Implemented DFT principles across 2 assembly lines and 2 fabrication departments saving the company $200K annually by increasing productivity 2%, enhancing quality scores 2%, and reducing scrap 20% while leading the organization to set new safety records for 3 out of 4 years.

Partnered with HR to maintain suitable staffing levels during seasonal demand fluctuations (+/- 30%–40%).

Established kanbans for fabrication departments reducing work in process $’s by 50% and increasing inventory turns by 30% (from 8 to 12 turns), and saved 10% in labor costs. Coil inventory maintained at 5-7 days, resulting in weekly turn of inventory

Initiated use of lean manufacturing principles in coil fabrication, defining work content, TQC’s and verifies for each workstation, 5S program, and defined process flows resulted in cutting scrap costs by $100K in the first year.

Quality audit scores for the coil production cell improved from 95.6% to 98.1% through improved process flow and defined work content.

Completed the installation of burner controls on auto braze equipment, improving overall temperature control and quality of braze resulting in improved first pass yield rate for coils from 85% to 93%.

Directed the engineering team in the redesign of the Air Handler assembly area, the new product introduced a new coil technology. The new layout combined 2 assembly areas, reducing duplication of processes, improved process flow, and standardized work content on various products; newly designed layout reduced labor content by 10% and improved product line throughput 25%.

Achieved 4 wall certification for the facility in 2011. All departments were DFT certified through DFT certification audits.

Waterloo Industries, Inc., Pocahontas, AR (1986–2008)

Manufacturer of Craftsman and other brand-name tools encompassing sheet metal fabrication, assembly welding, pre-treatment of metal, and painting with 600 staff members and $250M in annual revenue.

Senior Manufacturing Engineer (1999–2007)

Led strategic project initiatives, from initial definition through final implementation, including submission of capital request and presentation to executives. Headed production team, coaching employees on new procedures and developing teamwork approaches for assisting maintenance personnel. Established new lean requirements, providing direction for Kaizen events for process improvements.

Created and submitted one-year and 3-year capital budget plans. Communicated between suppliers of pretreatment chemicals and finishing systems. Defined manufacturing tooling, routings, and BOM’s for new product introductions. Transferred product lines from sister plants. Ensured excellence in quality performance data and specifications, vendor qualifications, quality audit scores, and monthly reporting. Oversaw capital budget of up to $7M, providing submission of capital requests, contract negotiation, and coordination of major projects.

Key contributions:

Directed the installation of 4 different finishing systems and facility expansion, Salvagnini and Amada flexible manufacturing systems, and auto press lines; improved productivity and flexibility for production demands.

Realized $85K in savings in one year through negotiation of 3-year contract with pretreatment supplier.

Reduced physical space required for production by 50% through transfer of production lines from sister plants and implementation of Kaizen events prior to installation.

Selected to assist during facility closure, providing expertise in relocating company machinery and processes to plant in Mexico. Coordinated transfer of company property and assisted in the setup of equipment.

Engineering Services Manager (1994–1999)

Directed 12 engineers in delivery of substantial operational improvements in customer service, implementation of technology solutions, production scheduling, and documentation.

Key contributions:

Integral player in company achieving ISO 9000 certification.

Improved customer service levels for 5 consecutive years.

Spearheaded the implementation of a factory floor production scheduling system in 2 facilities, improving order cycle time by 3 days, reducing WIP by $1M, and saving $2M in overall productivity.

Additional experience as Quality Assurance Manager and Industrial Engineer for Waterloo Industries, Inc., Pocahontas, AR

EDUCATION & PROFESSIONAL DEVELOPMENT

Bachelor of Science in Industrial Engineering, University of Arkansas, Fayetteville, AR

Certifications:

Six Sigma Yellow Belt Certification

CAMS4, MetalNest, P4 programming, S4 P4 Maintenance, Salvagini

AP100, AutoNest, Amanda

Computer Skills:

AS400, SAP, Microsoft Project & Office Suite

PROFESSIONAL ASSOCIATIONS

Member, SME

Past Board Member, Randolph County Chamber of Commerce

Past Member, Kiwanis Club

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