Engineer Manager

WILLIAM KIM ANGEL

*** *** ****** *****, *******, NC 27006 • Phone 336-***-**** • ******@******.***

INDUSTRIAL / MFG. / LEAN ENGINEER / MANAGER / SIX SIGMA BLACK BELT

BACKGROUND SUMMARY

Consistent track record of improving manufacturing and warehousing metrics utilizing a unique combination of excellent education, industrial engineering, lean, six sigma, and practical hands-on experience. Use engineering, manufacturing and team skills to cut costs, improve quality and forge strong internal customer relations.

PROFESSIONAL EXPERIENCE

O’Neal Steel, Inc. Greensboro NC, www.onealsteel.com [Formed Steel Service Centers]

Atlantic Region Operations Manager June 2009 to Oct. 2010

Responsible for continuous improvement of operations and creating an atmosphere of change in six plant facilities including the following areas.

• Lean Deployment Strategy: – led Lean Steering Committee meetings, trained and coached.

Revitalized Lean Program throughout the Region (6 Districts in VA, NC, FL)

Initiated 42% increased Lean event activity

Led 5S Program in two Greensboro Districts

Instructed team leaders on A3 report documentation and project planning

Wrote (59) equipment checklists for operators with maintenance and 5S criteria

Developed 5S audit criteria, trained auditors (supervisors), monitored their performance on plan

Compiled electronic Factory Visual Board content, regularly updated metrics on safety, 5S, efficiency, quality, and on-time delivery

Utilized Lean Assessment scores to launch lean activity in weak areas

• On Time Delivery: - Introduced Six Sigma DMAIC methodology to reduce on-time delivery errors.

Led first Team Project to success in 49 days, on time reducing errors by 60%, projected revenue savings of $330K annually

• Productivity: - Introduced production efficiency metric and reporting.

Trained Production Managers in managing efficiency

Pioneered systematic down-time reporting and analysis of data

Trained techs in time-study and cycle time checks

Performed shop floor training of supervisors to troubleshoot efficiency roadblocks

Measured work content by time-study

Analyzed the accuracy of current router rates by graphical means

• Safety: - Promoted MVP (Managing Vital Performance) behavioral-based safety system.

Trained Management and supervisors

Monitored auditor performance

Conceptualized MVP Improvement Team, led two teams, took action on low score areas before recordable incident occurred

• Reporting to Executive Leadership:

Analyzed and reported Regional performance on the following metrics:

Safety (OSHA Rate) - On-Time Delivery

Expense as a % of Adjusted Gross Margin - Quality Delivery Rate

Lean Deployment Strategy event activity

• Coordinated Corporate mandated improvement programs throughout Region related to cost savings, safety, Lean, regulatory compliance, HR Policy, etc.

K.B. Properties L.L.C., Clemmons NC [Real Estate/Finance]

Member / Manager Apr 2001 to June 2009

Resigned Hayward to enter an entrepreneurial enterprise.

Co-founded residential real estate investment holdings company. Buys, sells, and leases residential properties.

Hayward Industries, Clemmons NC, www.haywardnet.com [Plastics/Assembly]

Mfg. Engineer / Industrial Engineer Jan 1997 to Apr 2001

Recruited from AMP for substantial raise, expansion of skill set into manufacturing engineering, process, and packaging. Responsible for all engineering activities, except design, for four (4) production assembly lines.

• Quality Functions – $458MM Company required no separate Quality Assurance Engineer:

Implemented test procedure and random sampling of under water pool light electrical connections

Troubleshoot injection molding, urethane molding, secondary machining and assembly QA issues

Specify and/or modify plastic injection molding and secondary machining critical dimensions

Re-design urethane and injection molded components for manufacturability including tooling modifications

Designed automated under water pool light water test unit, developed test procedure, trained inspectors

Re-calibrated and certified chlorinator air pressure leak tester after maintenance rebuild, involved sampling

• Cartridge Filter Assembly Line – first year accomplishments on this line:

Relocate line to marry to in-house customer line, eliminates material handling

Timestudy/Line Balance for a 49% labor productivity increase

Line-Height Adjustment & Ergonomic Improvements using Add-a-Level platforms and scissors lift

Add tooling to facilitate speed, jib-pole boom, tool balancer, torque arm, air driver, custom head

Ergonomic improvement, UniMove Vacuum Lift to eliminate back strain when palletizing

• Chlorinator Line – example cost savings project – Line Integration with Re-Design and Sonic Welding

of Plug:

Re-designed previously glued component to facilitate ultra-sonic welding, changing joint design

Pioneered ultra-sonic process, justified and wrote CAR, developed process parameters

Developed and performed weld joint testing up to 200 psi to assure leak integrity

Re-engineered assembly process to integrate machining processes, marrying two production lines

$11,565 savings in WIP inventory carrying costs – cut in half

$3,837 floor space savings, (5) backflush inventory lanes saved

$2,222 indirect labor savings in material handling, increased line output from 705 to 842 pcs per shift

$5,203 savings in elimination of 79 planning work orders per year

Achieved management objective of adhesive elimination and 24 hour cure time, facilitates one-piece flow

• Underwater Pool Lights and Spa Lights – avoided capital investment in line duplication:

Spa Lights – engineered a 65% direct labor productivity increase on a line with 9 assemblers

Pool Lights – engineered a 14% increase on a line considered “maxed out” in regards to output

• Urethane Molded Element Line – project to relocate and improve the top scrap producing line in the

Company:

Relocated line from Pomona, CA to Winston-Salem, NC transparently to customer

Developed chemical ratio measurement procedure, trained operators

Wrote 19 maintenance work orders to improve line production equipment for quality capability and process control

Designed molding fixture modification “poka-yoke” called a pleat comb to address the #1 defect

Decreased machine processing time on bottleneck operation pleater

Specified tooling modification to urethane molds, corrected two rejectable dimensional problems

Implemented nitrogen blanketing process to aid preservation of raw material chemical in drums

Modified the composition of urethane chemical to decrease moisture sensitivity at no cost

Resultant process yielded a scrap rate well within Hayward quality standards and higher output

Capital appropriations projects, justification, & implementation; production methods improvements and cost savings through new equipment, fixturing, & line balancing; process engineering of urethane molding, ultrasonic welding and secondary machining; standard rate development; layout; troubleshooting; implementing design change; new product support; packaging development.

• 1997 Cost Savings $75,419, logged six cost savings projects

• 1998 Cost savings $101,437, logged thirteen cost savings projects

• 1999 Engineering support for nineteen (19) new products

• 2000 Formal training and experience in kaizen methodology and lean manufacturing, JIT, cell design,

5S, Poka Yoke through TBM Consulting Group, www.tbmcg.com. Served as team leader, trainer, team member, and engineering support for breakthrough events.

AMP Incorporated, Winston-Salem NC, www.tycoelectronics.com [Electrical Connector Mfg.]

Operations Engineer June 1995 to Jan 1997

Recruited from Burns Aerospace for raise and an opportunity with a world-class manufacturer in a boom market.

Capital equipment justification, approximately $2MM in 1996; maintain standard cost for Data/Infoport Team - rates, routings, wkctrs, BOM’s, ovhd; plant layout (MEDUSA) - plan related facilities and maintenance work; capital budgets; operations engineering analysis such as in/out sourcing, cost/savings, & capacity, ISO 9001 compliance.

• Awarded two spot bonuses for outstanding performance • Promoted to Engineer Level II

• Awarded Certificate of Commendation for significant contribution to the Quality Improvement Process

Burns Aerospace Corp., Winston-Salem NC, www.beaerospace.com [Aircraft Seating Mfg.]

Industrial Engineer Aug 1993 to Jun 1995

Recruited from Ilco Unican Corp. Responsible for IE in primary and secondary machining operation.

Capital appropriations projects; cost reduction/mfg. improvements; cellular mfg. development; continuous improvement teams; costing; make/buy analysis; standards maintenance; plant layout (CADAM); job evaluations; mfg. supervision (temp).

• Pioneered secondary machining being performed within the primary machining cycle, still used today.

Ilco Unican Corp., Winston-Salem NC, www.kaba-ilco.com [Mechanical Lock Mfg.]

Industrial Engineer Mar 1991 to Jul 1993

Labor standards; product routings; bills of material; product costing using IBM MAPICS; incentive systems; methods improvements; job descriptions; utilization and efficiency reporting;

• Routinely engineered productivity increases on individual work centers of 35% to 150%

J.L. De Ball-Girmes of America, Inc., Asheville NC [Textile Mfg.]

Industrial Engineer Jan 1990 to Nov 1990

Responsible for all I.E. activities. Left due to plant shut-down.

• Increased labor productivity by 90% on one warping machine

EDUCATION

University of North Carolina at Asheville Central Piedmont Community College

BS in Industrial and Engineering Management, 1989 AutoCAD LT Windows 95, 1997

Graduated with departmental honors. GPA: 3.57

CSSBB Lean Six Sigma Black Belt Certification

American Society for Quality, May 2009

PROFESSIONAL SOCIETY

American Society for Quality

Central North Carolina Section - 1109

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