Operations and Manufacturing Engineering Manager Resume Sample

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Operations and Manufacturing Engineering Manager with 14 years of experience in high-volume, global operations including electronics and OEM automotive suppliers. Successful track record obtaining positive bottom-line results from utilizing lean manufacturing/TPS techniques and training teams to achieve continuous process improvement.
Visionary, forward-looking, and pioneering with a passion for challenging projects. Leadership style is highly results-oriented. Recognized throughout career for tackling tough challenges and following through to satisfactory conclusion. Known as a creative problem solver and troubleshooter.
• Administration and management competencies include:
• Strategic Business Planning • Team Leadership & Team Building
• Profit & Loss Responsibility • Training & Staff Development
• Budgeting, Planning, & Forecasting • Sourcing, Interviewing, Hiring, & Employee Performance Evaluation
• Inside Sales
• Lean manufacturing competencies include:
• VMI • VRK/Kaizen/5S • Workflow Optimization • QS9000/9001
• JIT • Kanban • One-Piece Flow • Value Stream Mapping
• SPC • Procurement • On-time Delivery • Process Improvements
• TPM • ISO9001 Certification • Office / Work Organization • Cellular Manufacturing
A global top 100 electronic manufacturing service provider of high-mix, high-complexity start-to-finish solutions for companies in the industrial controls, medical, communications, transportation, and computer industries. Formerly APW Limited – purchased by CTI in 2003 after Chapter 11 reorganization.
CUSTOMER FOCUSED TEAM MANAGER – Waukesha, WI 2003 to Present
Assumed strategic day-to-day leadership of a cross-functional team charged with ensuring complete customer satisfaction, reducing costs, and growing revenues with existing accounts to full revenue potential. Position reports to General Manager/Vice President Engineering.
• Drove key performance improvements for customers in on-time delivery, quality, P&L, and A/R through customer relationship management and analysis/planning/execution of lean manufacturing initiatives.
Grew revenues by $3 million in FY03, on track to meet FY04 goal of $10 million.
Assumed accountability for a $38 million printed circuit board business. Position reported to the Plant Manager and directed a staff of 26 people with five direct reports.
• Established best practices, process control, and cost-abatement strategies. Initiated continuous improvement projects in Manufacturing Engineering and created strategic planning platform to address and resolve operational concerns. Results included 30% improvement in on-time delivery, 50% improvement in equipment utilization, and 16% reduction in labor expense. Achieved $95,000 in annualized savings.
Recruited by APW Metal Enclosure Division’s senior management to assist with due diligence from corporate acquisition activities in brown/green field sites. Reassigned after two months to develop and turnaround operational infrastructure within key manufacturing facilities.
• Assumed accountability for $65 million business with six direct reports. Addressed operational concerns in engineering, quality, and purchasing and improved OTD 33%. Sourced, interviewed, and hired permanent Operations Manager. GM noted, “There is no question that this facility is much better as a direct result of your actions and involvement. Additionally, you have put us in a position to succeed.”
• APW Metal Enclosures for Embedded Computer Market – Orange County, CA (Six months)
Established plant consolidation and closure plan impacting four manufacturing sites in Southern CA. Implemented lean manufacturing including Kaizen techniques. Improved first-time quality 30% and on-time delivery 40%. Developed a team of 50 individuals to support a $500 million Sun Microsystems business.
1990 to 1992
Formerly General Motors Automotive Components Group. A world leader in mobile electronics, engine management systems, transportation components and systems technologies.
MANUFACTURING MANAGER, Energy and Chassis Division – Milwaukee, WI 1999 to 2000
Assumed accountability for a $30 million high-volume, high-mix business producing 150 million units annually. Position reported to the Plant Manager and directed a staff of 50 (two shifts) with three direct reports.
• Implemented process improvement initiatives, problem-solving methodologies, and statistical process control. Results included 25% improvement in first time quality, 30% reduction in OSHA recordable incidents, and 28% improvement in ship-window compliance.
• Addressed people not at work (PNAW) and rate attainment in cells; reduced overtime 15%.
• Instituted organizational development initiatives to include project teams, self-directed work teams, and management alignment with union leadership Ensured sustainable change through team development, staff empowerment, and caching/mentoring for all management personnel.
PRODUCT MGR-MARKETING (AUTOMOTIVE EXHAUST SYSTEMS), Energy and Chassis Division – Flint, MI 1997 to 1999
Developed product-marketing strategies to include research, pricing, profit margins, sales volume targets, marketing collateral, branding efforts, and promotional initiatives. Concurrently supported divisional initiatives and developed a global strategic marketing plan in support of General Motors’ global localization, joint venture, and sourcing initiatives in North America, Mexico, Brazil, and the Asia-Pacific region ($150 million incremental business).
• Served as “Point Person” for issue resolution on catalytic converter product line.
Known as “Voice of the Market” driving cost Competitiveness within the converter product line.
MANUFACTURING/PROJECT ENGINEER, Energy and Chassis Division – Milwaukee, WI 1993 to 1997
Recruited to provide manufacturing process engineering support to operations in Brazil, Mexico, and the United States. Developed systems for automotive exhaust system (trapezoid converter) utilized in more than 60% of General Motors’ OEM business.
• Identified and addressed inefficiencies; reduced total product cycle time (catalytic converters) 70%.
• Improved on time performance of PPAP’s, machine qualification, and run rates to 100%.
OPERATIONS SUPERVISOR, Energy and Chassis Division – Flint, MI 1990 to 1992
Recruited by Chief Engineer after completing summer internship. Directed a team of 30 hourly employees in the production/assembly of automotive exhaust systems within a lean manufacturing environment.
• Implemented self-directed work groups and improved quality metrics 20%.
• Identified and addressed non-value-added conveyances and reduced lead-time to customer and in-process material lead-time 15%.
Reduced overall unit cost based on volume by $2.00.
A subsidiary of Federal Signal and a leading manufacturer of street sweeping equipment.
Recruited to establish tool routing for all welding, fabrication, machining, and assembly processes. Concurrently tasked with developing procedures for all rotating bodies including fan housings and hubs.
BS MANUFACTURING ENGINEERING, Central State University – Wilberforce, OH 1990
Society of Manufacturing Engineers (Chapter President), National Society of Black Engineers (Chapter President), Kappa Alpha Pi Fraternity, Inc. (Member), New Testament Church (Deacon, Sunday School Teacher, VBS Coordinator), Little League Baseball Coach, Basketball Coach

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