Manager Project

Keith Kostelnik

*** ****** ***

Wendell, NC *7951

1-919-***-****/ **********@*****.***

A highly accomplished professional with demonstrated achievements and impressive leadership in operations management. Experience and the ability to ascertain and analyze needs, forecast goals, streamline operations, and envision new concepts. Excellent interpersonal skills serve as the foundation to effectively network, collaborate, negotiate, and maintain positive partnerships. Recognized as a dependable leader with an empowering and participatory management style that breeds accountability, teamwork, and continuous improvement.

Visionary who synthesizes facts, events and concepts to develop realistic and long range plans on a timely and cost effective basis.

Exceptionally well organized with track record that demonstrates self-motivation, creativity, and initiative to achieve both personal and corporate objectives.

Areas of Expertise

Business & Operations Management / Lean Manufacturing Training-Development / Strategic Planning

Green Belt-Six Sigma Certified & Black Belt Six Sigma Certifications

Continuous Improvement / Team & Staff Development / Multi-Site Management / Project Management / ISO 9001 / Start-up Ops/SAP Materials Management/ MRP Systems

SMED/ TPM/ CPI Programs/ Safety/ QC Audits/ Quality Management/ Welding – Robotics / OSHA

REVELANT COURSES

Leadership Strategies for Quality and Production, Conflict Management, Training Methods, Solid Works, AutoCAD,

Professional Experience

2009 – Present: AP Exhaust Products - Goldsboro, NC

. 2010- present: Lead Business Unit Manager – Lean Coordinator

. 2009-2010: Lean Manufacturing & Systems Coordinator

Profile of key responsibilities: Monitoring plant activities; development stages, business unit progress reporting; manning; conflict management. Quality Control methods, scheduling, and new product development engineering phases.

Materials management responsibilities include: Manage raw material, packaging materials and finished goods inventory levels

Utilize lean manufacturing principals to provide information to production in order to meet customer demand and timing; Responsible for the ordering and expediting of general items purchased ; Directing the management of production planning, scheduling, shipping, receiving, and the materials departments - handling personnel

Overseeing of the production planners and purchasing group with respect to supply chain and production plans

Working closely with site management, and other business unit teams to analyze the operations and to improve processes; Administered ongoing training for every aspect and lead the WCM programs implemented (lean- 5s systems); Direct and maintain Kaizen events, VSM, and deployment of proper and effective usage of these programs and reporting.

Re- implemented safety training and daily “tool-box talks, working with HR to hire skilled applicants for production to meet current business conditions, implemented an daily production meeting between business units and supply chain management to discuss and resolve customer issues, schedule attainment, quality issues, material needs, engineering issues and project progress.

MetalCraft of Mayville - Southeast Division Greensboro, NC

(Plant closed and relocated manufacturing to Wisconsin facilities 2009)*

. 2005-2009: Operations/ Plant Manager

. 2004-2005: Lean Manufacturing & Systems Manager / Welding Manager

Profile of key responsibilities: Leading daily operations of manufacturing & production control with a work force of 220+. Monthly sales attaining $2.5M - $3.2M.

Diverse activities included; project management of new product implementations, facilities, maintenance, safety, capital investments, engineering, procurement, quality, cost reduction initiatives management.

In-plant machining centers, welding robotics and a variety of fabrication equipment included full powder-coat paint systems.

Monitoring, timeline development and tracking, progress reporting, facilitation, and conflict management.Managing material logistics associated with supplying material to other company locations Monitoring the stocking programs and forecasts to ensure updates are made according to company guidelines Working closely with Forecasting Planner to ensure the integrity of the forecasts loaded in MRP Monitoring the strategic measurements (Inventory, Customer service, Demonstrated LT, supplier performance) Working with Operations Management on capacity constraints, lean activities, material issues Developing Standard Practice Procedures and departmental procedures that are in line with company procedures

Proven ability to enhance profits through continuous improvement initiatives:

Championed the “Lean Turnaround” of an underperforming facility. 325K sq.ft/ 220 emp. Took aggressive measures to lead a turnaround and move company to next level; achieved excellent result in 1 years’ time. Work cells developed around “lean-principles”, Kaizen events, VSM, 5S+1, cellular. All initiatives employed plant wide for results. Under direct leadership, efficiency gains rising, costs were cut by 7-10%, and product attaining a 22-25% margin growth from 10-15% was realized. With lean – cellular initiatives implemented for waste and process improvements new targets were to be set.

Production increased 150%; OTD improved from 62% overall to a steady 92%; quality reject level 18% to 2.2%, overall efficiency gains 56% to 82%, rework savings reduced. Indirect labor addressed to attain a less than 20% margin.

Overtime reduction of 75% with schedule workload, labor, and machine capacity adjustments.

Generated $30K monthly cost savings by introducing an Inventory Control Program.

2002-2004 Olympic Steel – PSW Division Siler City, NC

• 2003-2004: Manufacturing Engineering Manager *(also held Plant Manager position- Interim)

• 2003:Senior Lead Project Manager & Welding Operations Manager (was formerly Tinsley PS&W bought by Olympic Steel)

• 2002-2003: Process/ Project Engineering Manager

Profile of key Responsibilities: Project management and engineering for internal projects that included customers: Caterpillar, Volvo, Deere-Hitachi, Rand, and Komatsu.

Tool design responsibilities included; CAD releases for build, approvals for outside sourcing of any tooling to be manufactured.

Customer Liaison relating to project scheduling/ management of engineering forNew Product Introductions into facility.

Led 5S and Continuous Improvement programs, value stream mapping, one piece flow methodology, and

all process improvements throughput the facility; achieved increase in schedule adherence by introducing better departmental; workflow practices, lean, cellular, and JIT that prompted throughput and schedule enhancements.

Making decisions and/ or recommendations that shall have an impact on plant operations and performance- with procurement of any capital equipment.

Interfaced with automotive Original Equipment Manufacturers and their requirements for high levels of compliance. Managed production planning and scheduling against forecast Evaluate and control monthly inventories to ensure accuracy of inventory system Maintained a professional relationship with vendors to further promote business Maintained the MRP-SAP systems so to accurately forecast material requirements to suppliers. Place orders with material suppliers based on actual consumption

Drove the analysis, purchase and installation of a robotic system which increased efficiency by 25%, shortened lead times by 15%, and quality improvements with reject level down by 20%. Manufacturing efficiency gains insured profits throughout.

1999-2002 Intec USA Operations– Raleigh, NC (main offices relocated to New Zeeland 2001)*

Profile of Key Responsibilities: Project Manager / Contract Administrator/ Materials Manager (60% travel required)

Managed projects from award to final closeout, communicated with customers, subcontractors, vendors, suppliers,

Engineers, architects, owners and trade personnel to expedite projects completion.

Responsible to ensure profitability in all aspects of the design, manufacturing and installations, created, reviewed and negotiated contract terms; awarded subcontracts, reviewed all construction and design drawings; developed and coordinated schedules, and tasked with all onsite procurement activities.

Designed and/revised integral components for related material handling systems and equipment. Created layouts, elevations,

Steel working drawings; all provided detailed CAD drawings for manufacturing.

Lead teams/crews onsite for completion of project scope; projects were brought in under budget, on time and customer satisfied.

Material Handling systems feed into a VRT Freezer systems; $1.2M - $3.5M cost to customers. 3-6 month duration onsite; full turn-key projects.

1988-1999 Benteler Automotive - Grand Rapids, MI

. 1993-1999: Tool Design Division Manager

. 1991-1993: Senior CAD Tool Design Supervisor

. 1988-1991: CAD Engineer

Profile of Key Responsibilities: Responsible for Tool Design Group (20 count personnel)

Responsible for departmental approval for tool build sets; all CAD standards for tooling division and product

Department provided all tool and engineering drawings formanufacturing of automotive machined and welded

products. Liaison with customers; Ford, GM, Nissan and Daw-woo manufacturing products.

Worked closely with manufacturing and production departments in supporting all assembly lines engineering related

issues and process improvements.

1984-1988 Lescoa Automotive– Grand Rapids, MI

Profile of Key Responsibilities: Design Engineer

Designed and built working prototypes form existing blueprints. Worked closely with in-house engineering

Departmentas to support production lines, and troubleshoot online assembly-manufacturing issues/concerns.

Tool & Die: set and repaired dies, set jigs, fixtures, and other precision components for production-manufacturing.

Supervised production and prototype department as to build to any revisions or customer changes.

Education:

1982-1985 University of Michigan

Bachelors Mechanical Engineering

1980-1982 Grand Rapids Junior Colleges

Associates on Mechanical Engineering

1978-1980 Kent Skills Center

2yr Certificate Completion Engineering Program

CareerLine Tech Center

Engineering Drafting & AutoCAD courses – Instructor

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