Plant manager
Resume:
PETER R. SMITH
Struthers, OH. 44471
zbq66g@r.postjobfree.com
SUMMARY
Results oriented, hands-on leader with the proven ability to make an immediate impact within a fast paced environment through the use of QS9000 & ISO14001 systems, TPS Lean principles and aggressive goals & objectives. Big picture manager with a strong understanding of what it takes to succeed at all levels within an organization. Has effectively guided and motivated team members in union and non-union environments through strong and consistent leadership. An effective communicator who takes pride in demonstrating personal integrity, ethics, and loyalty.
PROFESSIONAL EXPERIENCE
Vortex Recycling, New Castle, PA. 16101 724-***-**** 2009 - present
Vortex transports oil filters by hazmat bulk truck and Vortex special rail cars, and processes at one plant, 1000 barrels per day.
Plant Manager
Report to the off-site Owner: Managing all Plant activities P&L, Quality, Productivity, Shipping, Maintenance, Purchasing and Logistics.
Clairon Metals Corp., Covington, Georgia 770-***-**** 2005 - 2009
$44 million manufacturer of metal stampings, robotic & manually welded with automated assembly & packaging, supplying home products, automotive, water sport and recreational vehicles. Primary Customers are Honda, Yamaha, KTH / KLP, Closetmaid, EZ-GO and Yutaka.
V.P. of Operations
Report to the President. Manage a staff of 8 Managers, 2 Plants and 300+ hourly employees.
• Managed by data resulting in measurable improvement in Safety, Quality, Delivery, and Productivity with a direct positive impact on the bottom line.
• P & L responsibility working with Sales to increase profit by reducing costs on inefficient processes throughout the company and recovering expenses from customers.
• Using TPS, Lean & QDC practices increased efficiencies and profitability resulting in a 20% reduction in staffing and elimination of overtime.
• Reduced excessive spending throughout the company through the use of department budgets & targets. Set aggressive targets and beat them by 10%.
• Improved Safety record, reducing accidents by 30% with a continued downward trend.
• Changed the Company culture into a Continuous Improvement organization, establishing yearly objectives in all departments with measureables.
• Assisted Department Managers in determining their Goals, monitored progress and held the Managers accountable to the set Goals.
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Dixien LLC, Lake City, Georgia 404-***-**** 2003 - 2005
$40 million manufacturer of stampings and robotic & manually welded assemblies supplying the automotive industry. Primary customers are BMW, Nissan, Mercedes and Ford.
Plant Manager / Director of Manufacturing
Report to the Vice President. Manage a staff of 9 Managers and 200+ hourly employees.
• Heightened Quality awareness and increased communication through weekly Quality meetings improving PPM levels at all primary customers (Ford, Nissan & BMW) with minimal associated costs.
• Built strong relationships with customers, through improved confidence in the company’s capabilities and our commitment to servicing their needs.
• Documented and implemented new tool & die standards and production readiness system. Reducing lead-time and improving launch capability.
• Realized from 4% to 15% uptime improvement on primary pieces of equipment.
• Drove Lean initiative by Implementing work cells, combining equipment to reduce WIP and improve material flow.
• Initiated Quick Die Set & Standardization program. Reducing changeover times while improving equipment up-time and efficiencies.
Progressive Metal Manufacturing Co., Ferndale, Michigan 248-***-**** 2002 - 2003
$10 million manufacturer of low volume stampings and assemblies, supplying the military and heavy truck industry.
Plant Manager
Reported to the President-Owner. Staff of 8 Managers over approximately 35 hourly employees. Managing Plant activities in Manufacturing (Lasers, Press Brakes, Mechanical Presses, Turret Presses, Welding and Assembly), Quality and Shipping. Focusing on the implementation and enforcement of systems, procedures and standards to drive Quality Improvement along with Increased Productivity.
• Cultivated teamwork, communication and productive working relationships between department heads, increasing product flow, driving reductions in WIP and finished goods inventory.
• Implemented the methods used for tracking department specific - manufacturing performance relating to stroke rates, set-up times, and equipment & labor utilization.
• Improved the accuracy of data entry as performed on the plant floor through training, follow-up, and focused departmental leadership.
• Completed 5S of press brake area, organizing tooling resulting in reduced downtime and improved moral.
• Emphasized employee development through communication, training, follow-up, and discipline (if necessary).
Progressive Stamping Company, Royal Oak, Michigan 248-***-**** 2000 - 2002
$24 million manufacturer of high volume fasteners and automated assemblies, supplying the automotive industry.
Plant Manager
Reported to the President. Directing activities in two plants focusing on Quality Improvement and Lean Manufacturing. Managing a staff of 6 Managers over two production plants.
• Achieved and maintained 12 month PPM levels of “0” zero at GM and Ford (Our 2 primary customers) with minimal associated costs and potential for continued internal improvement.
• Directly responsible for writing and implementing the ISO-14001 environmental manual - system.
• Coordinated weekly Quality Improvement meetings, improving quality and productivity levels through heightened awareness and increased communication.
• Initiated labor planning based on documented rates and customer requirements. Reducing overtime and allowing weekly schedules to be posted.
The Su-Dan Corporation, Rochester Hills, Michigan 248-***-**** 1994 - 2000
$50 million manufacturer of automotive and appliance metal stampings, welded and over-molded assemblies.
Plant Manager
Reported to the Vice President. Managed a staff of 9 Managers and 90 hourly employees. Focused on continuous improvement in all areas of responsibility (P&L, Purchasing, Production, Safety, Quality, and Maintenance) Promoted from Plant Superintendent to Plant Manager within approximately one year of hire date.
• Oversaw the plants certification for QS9000. Directing the drafting and implementing of job descriptions, work instructions, and procedures.
• Realized a 25% reduction in inventory through the implementation of Lean Manufacturing practices, reducing run size and increasing run frequency.
• Targeted specific improvement areas through the analysis of P & L reports.
• Increased safety awareness through training, employee involvement, and incentives and achieved a 75% reduction in accident occurrences.
• Reduced equipment downtime through the introduction of a Predictive/Preventative Maintenance system, CMMS.
• Successfully lead multiple continuous Improvement projects such as, Quick Die Change and In-Die sensors. (Sensor article published in Metalform magazine).
EDUCATION
Americus University, Bachelor of Science Degree: 1998 Major in Manufacturing Management, On-Line Degree
Oakland Community College, Associates Degree in Applied Science: 1980 Primary courses in Automotive Technology & Manufacturing
PROFESSIONAL DEVELOPMENT
• Six Sigma & Lean Manufacturing
• High Tensile Stamping
• Press Modernization Through Remanufacturing
• Environmental Management Systems (ISO-14001)
• EXEL, WORD, Windows
• Takt Time, Cycle Times and the identification of Bottlenecks
• When MIOSHA Visits
• Die and Tooling with Electrics
• The Law
• Die Setter Training and Skills Assessment
• Amateur Metallurgy for the Professional Stamper
• Power of Creative Thinking
• ISO-9000
• Quick Die Setting
• Purchasing Used Equipment
• Conducting Employee Evaluations
• Quick Die Change
• The New Shop Floor Management
• Statistical Process Control Philosophies and Tools
• Vibratory and other Finishing Methods
• Statistical Quality Control
• Dale Carnegie Effective Speaking and Human Relations
• Industrial and Organizational Psychology
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