Manager Manufacturing

RONALD E. BAKER

**** ********* ***** *******, ** 48423 260-***-**** *********@***.***

GLOBAL MANUFACTURING / OPERATIONS EXECUTIVE

Improved operational profits by over $40M in the past 15 years through contemporary manufacturing techniques, stringent cost controls, and effective daily management.

Results-oriented operations executive with extensive experience in the automotive, industrial, aerospace, and defense industries. Proven managerial capabilities providing financial stability to under performing organizations through the introduction of contemporary manufacturing systems. Accomplished leader with the ability to build, train, and mentor successful teams to outstanding performance in union and non-union environments. Effective communicator possessing exceptional interpersonal skills. International business experience serving customers in Asia, Europe, and Mexico, and sourcing in China and India. Expertise includes:

Lean Manufacturing

Six Sigma Champion

Danaher Business Systems

Supply Chain Management

Team Building

Environmental Management

Project Management

APQP / PPAP

Financial Management

AS 9100C

Safety / Training

ISO9001 / TS 16949

EXPERIENCE AND ACCOMPLISHMENTS

THOMSON AEROSPACE & DEFENSE / MEGGITT PLC 2006 to Present

Thomson Aerospace & Defense (previously a Danaher company until April 2011), now part of the Meggitt Equipment Group of Meggitt PLC., is a $50M manufacturer of ball screw assemblies for aerospace, defense, and industrial markets. Key technologies are precision machining and grinding, cold rolling of ball screws, heat treating and plating.

Plant Manager, Thomson Aerospace & Defense, Saginaw, Michigan

Report to the President of Thomson Aerospace & Defense, with responsibility for operational P&L, quality, purchasing, materials, maintenance and facilities, manufacturing operations, customer service, product launches, and all lean implementations. Staff consists of 7 managers, 29 salaried professionals, and 105 union personnel including skilled machinists and grinders, heat treat and plating workers, and assemblers.

Increased baseline profitability by 163% or a total of $27.6M over the past 5 years.

Provided over $300K of positive purchase price variances per year; negotiated “P-card plus 70 day” payment terms with 65% of all suppliers through 3PL (Price, Payment Terms, Package Size, Lead Time) negotiations.

Reduced discretionary spending by $12.1M over the past 5 years by implementing a discretionary spending check book (reviewed daily) and by holding reverse auctions on perishable tooling and MRO supplies.

Reduced manufacturing lead times on custom industrial ball screws from 26 days to 4 days through standard work kaizens and implementing daily management / gemba metrics.

Reduced manufacturing lead times on aerospace products from 26 weeks to 14 weeks by outsourcing blanking operations on aerospace ball screws, eliminating a 10-week window on WIP.

Improved manufacturing quality yields by holding standard work kaizens on grinding and machining operations to optimize CNC program speed and feed parameters.

Reduced aerospace and defense scrap by 40% in 2009 and an additional 35% in 2010 resulting in $1.4M by implementing an effective Corrective Actions Team to identify and eliminate root cause scrap issues, and performing layered audits to insure compliance to procedures and standard work.

Maintained customer quality levels to less than 500 DPM for all delivered products.

AUBURN GEAR 2005 to 2006

Auburn Gear is a $27M manufacturer and supplier of planetary gear drives, and after-market automotive differentials. Key technologies include gear cutting, precision machining and grinding, and heat treat.

Director of Manufacturing Operations, Auburn, Indiana

Reported to the CEO, with responsibility for operational P&L, purchasing, materials, and maintenance operations, product launches, and all lean manufacturing implementations. Staff consists of 4 managers, 9 salaried professionals, and 60 skilled machinists and grinders.

EXPERIENCE AND ACCOMPLISHMENTS (Continued)

Improved Operating Profits by $1.5M, improved on time shipping performance from 67% to 94%, eliminated a $757,000 past-due backlog in the first two quarters of fiscal 2005. Reduced set up time by 17%

Implemented a demand-pull materials system in the differential production area improving differential inventory turns from 7.6 to 10.3.

Obtained an upgrade of a QS9000 certification to ISO9001/2000.

Implemented a self-directed workforce in manufacturing.

MILLENNIUM INDUSTRIES, INC. 2002 to 2004

Millennium Industries is a $60M 1st Tier Automotive supplier providing metal fabricated fuel system assemblies

Director of Engineering, Ligonier, Indiana

Reported to the Vice President of Fuel Systems. Directed the efforts of Design, Product, Process, and Proto-type engineering, product quoting, and all APQP launch activities. The engineering staff consisted of 4 managers, 10 engineers, and 14 technicians.

Developed $9.7M in product design cost reductions for CY 2002 and 2003.

Delivered $510,000 in material design cost reductions in CY 2004.

Won ten new programs totaling $15M in incremental sales by refining Product Engineering’s quoting efforts.

Realized a $2M capital expense savings by implementing one single-piece-flow line with quick change over tooling where four dedicated production lines had been quoted.

JCI – GOSHEN / JOHNSON CONTROLS INC. 1999 to 2002

JCI-Goshen was a metal fabrication, machining, and plastics injection molding facility manufacturing $44M in HVAC and commercial refrigeration controls. Johnson Controls is an international conglomerate of manufacturing and service companies with sales in excess of $23B.

General Manager, JCI-Goshen, Goshen, Indiana

Reported to the Vice President of World Wide Manufacturing at Johnson Controls. Responsible full P&L, Operations, Engineering, Quality, Human Resources, Materials, and Finance for JCI-Goshen, a dual union operation of 260 hourly employees and 29 salaried staff.

Saved $2.5M in annual overhead expense by reducing salary headcount by 51%.

Realized $285,000 of annual cost savings by implementing a Six Sigma program.

Reduced inventory by $1.4M and improved on-time deliveries to 93% by implementing lean manufacturing and an auto-replenishment/Kanban inventory system.

Reduced internal defects by 95%, external defects by 97%, and scrap by 61% as a result of introducing Total quality Control and Total Productive Maintenance.

Negotiated 2 five-year labor contracts (previously three-year contracts) ahead of schedule and inside of budget constraints despite the announcement of a Mexican product move one month prior to contract negotiations.

COOKVILLE OPERATIONS / SIEBE AUTOMOTIVE N.A. (now Cooper Standard) 1996 to 1998

Cookville was a $50M 1st Tier automotive supplier of metal fabricated engine components including, thermostats, PCV valves, and throttle position sensors. Siebe Automotive was an international conglomerate of automotive suppliers with sales in excess of $500M.

Plant Manager, Cookville Operations, Cookville, Tennessee

Reported to the Division Executive Vice President/General Manager, with responsibility for P&L, Operations, Engineering, Human Resources, Materials, and Quality. This was a non-union facility of 300 hourly and 22 salary employees.

Reduced annual conversion costs by $1.1M by implementing cellular manufacturing, 5S, kaizen blitzes, and Total Productive Maintenance.

Eliminated a 35 day past due shipment backlog by introducing a finished goods Kanban system, and maintained an on-time shipping performance at or about 97%.

Reduced internal defects by 93% and external defects by 97% by introducing Total Quality Control.

Realized an annual fixed cost savings of $280,000 by reducing salaried headcount by 17%.

EXPERIENCE AND ACCOMPLISHMENTS (Continued)

PHILLIPS NV, Eindhoven, The Netherlands 1992 to 1996

The Auburn operation of Philips Automotive Electronics was a $67M 1st Tier automotive supplier of electronic engine/body controls, and engine/body sensors. Phillips NV was an international conglomerate of manufacturing and service companies with sales in excess of $30B.

Manager of Manufacturing, Philips Automotive Electronics, Auburn Operations, Auburn, Indiana

Reported to a facility Operations Manager, with responsibility for Manufacturing, Manufacturing Engineering, Facilities, Maintenance, Model shop, and Proto-type Lab. This was a non-union facility of 370 hourly, and 75 salaried employees.

Led the Auburn facility to Ford’s “Best Customer Driven Quality Award” for 1994.

Improved operational profits by $1.2M in a twelve month period by implementing the following:

Cellular manufacturing with self-directed work teams

Demand Flow technologies, TQC, and TPM

Employee Leadership and Conflict Resolution Training

TRIAD GROUP / MAGNETEK, INC., Nashville, Tennessee 1988 to 1992

Triad Group was a multi-plant domestic operation and a Mexican facility manufacturing transformers, switch-mode power supplies, and electronic lighting ballasts with sales in excess of $130M. Magnetek, Inc. was an international conglomerate of manufacturing companies with sales in excess of $1B.

Operations Manager, Triad Group, Huntington, Indiana

Reported to the Group Vice President of Operations, with responsibility for full P&L, Manufacturing, Manufacturing & Test Engineering, Human Resources, Materials, and Quality. This was a domestic 3-plant, non-union operation with 575 hourly and 77 salaried employees, and a Mexican operation with 200 hourly and 22 salaried employees.

Improved profits by $7.1M in two years on $72M in sales by introducing Demand Flow, Total Quality Control, Total Productive Maintenance, and cellular manufacturing.

Improved profits in a Mexican facility by $1.0M in less than a year. This resulted from the discovery of several unethical practices that accounted for a loss of $150,000 per month. I was subsequently given a dotted line responsibility for the facility.

ALLEN BRADLEY MOTION CONTROLS / ROCKWELL AUTOMATION, INC. 1983 to 1988

Allen Bradley Motion Controls was a $40M OEM manufacturer of standard electric motor drives, and custom drive systems with sales in excess of $60M. Rockwell Automation, Inc. was an international conglomerate of manufacturing and service companies with sales in excess of $4B.

Manufacturing Manager / Senior Manufacturing Engineer, Allen Bradley Motion Controls, Mequon, Wisconsin

Reported to the Division Director of Operations, with responsibility for P&L, Manufacturing, Manufacturing Engineering, and Maintenance.

EDUCATION AND PROFESSIONAL DEVELOPMENT

B.S. Industrial Technology, Purdue University

Danaher Business System, Danaher Motion

Six Sigma Champion Certification, The Air Academy

Supply Chain Management, Johnson Controls

Kaizen Training, Siebe Automotive

Mini-MBA Program, Indiana University/Philips North America

Total Productive Maintenance, Productivity Institute of America

Continuous Flow & Synchronous Manufacturing Technologies, Allen Bradley/GM

U.S. Navy E5 Avionics Technician / Crypto Security Clearance, Honorable Discharge

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