application/x-httpd-php executiveresumesdetails.php HTML document text Paul Arndt


Name : Paul Arndt
Industry Type : Plant Supervisor
City & State : Milwaukee, WI
Job Title
Relocation Preferences : Building Products - Equipment
Objective : Open
Resume :  
DIRECTOR / PLANT MANAGER


Manufacturing Operations Management
Lean Manufacturing / Toyota System
Labor-Management Relationship Building
Certified Six Sigma Green Belt
Non-union and Union Management
Budgeting and Capital Expenditures
Team Building Concepts
Collective Bargaining and Negotiations


PROFESSIONAL PROFILE
CHARTER AUTOMOTIVE, Milwaukee, WI
Manufacturer of automotive components
Plant Supervisor2005 to 2008
Managed 1st shift operations including Quality Assurance, Cold Form, Punch Press, Assembly and Maintenance.
Conducting SMED Quick-Change training sessions and projects, eliminated 1.5M backlog.
Actively involved with implementation of 5 S workshops.

BALDOR GENERATORS, Mukwonago, WI
Fabricator and assembler of industrial generators
Plant Manager2004
Managed 4 salaried reports and 49 non-union hourly personnel. Responsible for Quality Assurance, Fabrication, Machining, Assembly, Maintenance, Test, Shipping and Receiving.
Established Enterprise Value Stream Mapping and 5-S programs, improved throughput 20%.

WAUKESHA ENGINE DIVISION DRESSER, INC., Waukesha, WI
Manufacturer of natural gas and digester fuel engines
Director of Production2001 to 2003
Directed 5 Area Managers, 43 salaried reports, 460 union personnel. Responsible for all aspects of production including: Quality Assurance, Receiving, Machining, Fabrication, Assembly, Engine Test, Paint, and Shipping.
Exceeded all previous production and profitability records in 2001 utilizing quality and Lean manufacturing process improvements. Maintained $3.5M operating budget.
Member of the contract negotiating committee. Negotiated 3-year contract, net savings $3.5M per year.

ENGMAN-TAYLOR, Menomonee Falls, WI
Distributor of industrial cutting tools and supplies
Director Cost Reduction Team / Product Manager 1998 to 2001
Provided process improvements and cost reduction services to major manufacturers. Managed Tooling Application Engineers. Established tool management and inventory control programs. Worked 3 years in sales support, product testing, cost reduction documentation, and product center management.
Many contracts resulted in annual MRO savings in excess of 10%.

BRIGGS & STRATTON, Wauwatosa, WI
Manufacturer of air-cooled gasoline engines.
Relocation Plant Manager 12 to 15 Horsepower Engines 1994 to 1998
Greenfield Project Manager, Statesboro Georgia Plant planning team on $49 million budget. Plant construction liaison to Wisconsin. 370,000 sq. ft. facility, resulting on time and under budget.

Retrofitted obsolete Guhring grinders with Junker rebuild program. Results of $3 million capital cost avoidance.
Introduced Junker C.B.N. crankshaft grinders resulting in $2.7 million annual savings.
Plant Manager Model 28 Focused Factory 12 to 15 Horsepower Engines 1993 to 1994
Supervised 20 salaried, 400 hourly employees. Direct reports include Quality Assurance, Machining, Assembly, Manufacturing Engineering, Maintenance, and Production Control Managers.
Implemented the first plant-wide preventative maintenance program, improved up time 12%.
Implemented Team Orientated Problem Solving work groups. Established employee involvement teams, greatly enhanced participation. Improved schedule compliance by 23% at $1.4 million engines per year.

Plant Manager Twin Focused Factory 14 to 20 Horsepower Engines 1991 to 1993
Supervised 15 salaried, 311 hourly employees. Managed Quality Assurance, Machining, Assembly, Manufacturing Engineering, Maintenance, and Production Control Managers. Planned, designed, staffed, moved, and implemented: plant layout, machining cells, assembly lines, material handling systems, and subassembly. Promoted Kaizen and implemented standard operations throughout the plant.
Initiated first operational Focused Factory machining facility in the Milwaukee plant. $2.5 million capital budget. Project came in on time, under budget and met all customer orders during the reconstruction.
Achieved $1 million annual savings over previous cost per 100 engine standards.
Implemented one piece flow methods in machining, sub-assembly, and engine assembly work cells. Improved production 32%, reduced WIP 65%, improved response for order change-over from 4 weeks to 6 hours.
Achieved highest Corporate Quality Audit (T.Q.S.) for Large Engine Division for two consecutive years.
Participated in the development of a Pay for Skills pilot program with Union Management.

South Plant Area Manager 1990 to 1991
Reported to the Milwaukee Operations Manager. Managed six machining and assembly departments.
Established machining cells in cam gear and piston machining departments, reduced WIP. by 80%. Introduced fail-safe poka-yoke implementation in all departments.
Wauwatosa Manager for the China Cast Iron Engine joint venture project implementation.

Department Foreman Cam Gear Machining 1983 to 1990
Reported to the South Plant Area Manager. Directly supervised 1 foreman, 6 hourly supervisors, and more than 220 hourly union personnel. Developed and maintained 7.3 million dollar annual expense budget.
Scheduled production averaging 40,000 cams per day, over 40 different models.
Established first machining cell at Wauwatosa plant $120 thousand annual savings.
Introduced pre-set opposed tooling on 12 hollow mill machines, increased tool life, up time, and quality in excess of 50%.
Helped prototype and implement automated deburring and rolling machines, spin riveters, and component assembly operations, eliminated four manual bottlenecks.

Production Supervisor Prior to 1983
Set-up and maintained equipment, trained operators. CNC and Manual Equipment; hollow mills, lathes, multi-spindle drills and taps, centerless grinders, mill and keyway machines, gear shapers and hobbers, induction hardeners, blanchard grinders and various specialty machines.



EDUCATION
General Coursework, University of Milwaukee, WI, Attended 1 year
Lean Manufacturing, Toyota Production System, Just In Time, Kanban, Quick Change Over, Cell Development, Labor Relations, Kepner Tregoe Problem Solving and Analytical Troubleshooting, Self-Directed Work Teams and Small Gasoline Engine Factory Service Training, Villanova University Six-Sigma Green Belt.





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