{"id":3379,"date":"2025-03-20T18:32:47","date_gmt":"2025-03-20T22:32:47","guid":{"rendered":"https:\/\/mriomega.com\/?p=3379"},"modified":"2025-09-05T01:39:37","modified_gmt":"2025-09-05T05:39:37","slug":"operations-manager-107302-mba-bs-industrial-engineering-green-belt-automotive-heavy-truck-equipment-electrical-foundry-casting-injection-molding-machining-stamping-welding-forging-co","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/production-operations-quality\/operations-manager-107302-mba-bs-industrial-engineering-green-belt-automotive-heavy-truck-equipment-electrical-foundry-casting-injection-molding-machining-stamping-welding-forging-co\/","title":{"rendered":"Operations Manager (107302) MBA, BS Industrial Engineering, Green Belt \/ Automotive, Heavy Truck, Equipment, Electrical \/ Foundry, Casting, Injection Molding, Machining, Stamping, Welding, Forging, Coating, Assembly \/ 60mi radius of Champaign, IL"},"content":{"rendered":"\n

Operations\/ Quality Leader that is skilled in all facets of improving manufacturing operations. He is an engineer with an MBA and has an exceptional track record of turning around failing plant operations using LEAN manufacturing improvements<\/strong>. He has a consistent history of improving the financial performance of a diverse group of automotive\/truck manufacturing companies (including eight years in die casting and foundry operations) through improved operational effectiveness, His leadership experience in turnarounds make him an excellent candidate for any manufacturing company looking to improve profits, processes and quality! <\/strong><\/p>\n\n\n\n

His current company is experiencing financial difficulties due to a loss of government funding. He is actively seeking a new Operations leadership role where he can fix broken processes and raise profits. Bill has a strong background in lean methodologies, quality systems, and operational excellence across multiple industries. His ability to lead cross-functional teams, reduce costs, and achieve measurable outcomes makes him an attractive candidate. His expertise in lean manufacturing and quality systems, combined with a track record of delivering measurable results, positions him as a game-changing candidate for leadership roles in manufacturing. He is looking for opportunities within a 60 mile radius of Champaign IL<\/strong>. His impressive background includes:<\/p>\n\n\n\n

\u2022 Manufacturing Operations Leadership: <\/strong>Expertise in diverse manufacturing processes, including injection molding, foundry, CNC machining, stamping, welding, heat treatment, and coating.
\u2022 Quality & Compliance Expertise:<\/strong> Extensive knowledge in ISO 9001, ISO 14001, IATF 16949, AS9100, MIL-SPEC, cGMP regulations, and supplier quality management.
\u2022 Lean & Continuous Improvement: <\/strong>Proven track record of leading Kaizen events, Six Sigma teams, implementing 5S\/6S, Poka-Yoke, and SPC techniques.
\u2022 Strategic Process Improvement:<\/strong> Skilled in reducing scrap, de-bottlenecking processes, and optimizing production flow.
\u2022 Change Management & Leadership:<\/strong> Experience in leading cultural transformations, enhancing employee engagement, and improving operational efficiency.
\u2022 Led ISO 13485:2016 certification process, overcoming 48 findings to achieve compliance with zero non-conformances.
\u2022 Reduced warranty claims from 15 annually to zero.
\u2022 Increased on-time delivery rate from 10% to 98%.
\u2022 Tripled productivity through lean initiatives like one-piece flow.
\u2022 Improved productivity by 40% in three months.
\u2022 Increased on-time delivery from 67% to 92%.
\u2022 Reduced first-pass rejects from 16% to 2%, ensuring high-quality output during early pandemic challenges.
\u2022 Achieved Caterpillar Platinum Supplier status through rigorous quality improvements.
\u2022 Reduced PPM defect rate from over 3,000 to under 10.
\u2022 Maintained 98\u2013100% on-time delivery.
\u2022 Boosted productivity by 22% over three years through lean manufacturing strategies.<\/p>\n\n\n\n

Turnaround # 1 Critical metric improvements:<\/strong>
\u2022 Increased sales revenue from $6 million to $23 million per year
\u2022 Increased gross margin from 8% to 25%
\u2022 Increased EBITDA from negative to 10 to 12% average
\u2022 Reduced production lead time from 8 weeks to 4 weeks
\u2022 Reduced quote time from 2 weeks to 1 hour
\u2022 Reduced quality costs from 3% of sales revenue to 0.5%
\u2022 Reduced supplier base by 50%<\/p>\n\n\n\n

Turnaround #2 Critical metric improvements:<\/strong>
\u2022 Increased sales revenue from $17 million to $29 million per year
\u2022 Increased gross margin from 14% to 25%
\u2022 Increased EBITDA from 5% to 13% average
\u2022 Increased sales per employee per year from $141K to $192K
\u2022 Reduced production lead time from 12 weeks to 3 weeks
\u2022 Reduced quote time from 3 weeks to 1 hour
\u2022 Reduced quality costs from 7% of sales revenue to 1%
\u2022 Led the above improvements that were accomplished through the adoption of lean manufacturing techniques with minimal capital expenditures.<\/p>\n\n\n\n

Turnaround #3 Critical metric improvements:<\/strong>
\u2022 Increased sales revenue from $28 million to $40 million per year
\u2022 Increased gross margin from 12% to 33%
\u2022 Increased EBITDA from negative to 16% average
\u2022 Increased productivity by 225%
\u2022 Reduced internal scrap by 80%
\u2022 Reduced internal rework by 50%
\u2022 Reduced start-to-finish (cycle) time by 40%
\u2022 Reduced delivery delinquencies by 54%<\/p>\n\n\n\n

\u2022 Improved EBITDA from 2% in 1988 to 11% in 1990
\u2022 Implemented non-stock production methods, reducing internal lead times from 40 days to 8 days and work-in-process by 50%
\u2022 Increased sales per employee per year from $80K to $130K
\u2022 Through improved process control methods reduced scrap percentage by 63% from 1987 to 1990
\u2022 Implemented and maintained quality and SPC systems that allowed the Addison facility to become a certified supplier to the Big Three automotive companies
\u2022 Implemented process control methods and streamlined the inspection department to reduce the cost of quality by 78%<\/p>\n\n\n\n

\u2022 Injection Molding Operations
\u2022 Foundry Operations
\u2022 CNC Machining Operations
\u2022 Extrusion Operations
\u2022 CBN Grinding Operations
\u2022 EDM Electrical Discharge Machining
\u2022 Heat Treat Operations
\u2022 Forging Operations
\u2022 Stamping Operations
\u2022 Welding Operations
\u2022 Blasting Operations
\u2022 Casting Operations
\u2022 Coating \/ Painting Mfg. Operations
\u2022 Electronics Mfg. Operations
\u2022 Assembly Operations
\u2022 Fabrications Operations
\u2022 Packaging Assembly
\u2022 QMS – Quality Management System
\u2022 ASTM Standards
\u2022 AS9100
\u2022 ISO 9000, ISO9001, ISO14001
\u2022 IATF16949\/TS16949
\u2022 MIL-SPEC
\u2022 cGMP Regulations
\u2022 Ford Q1
\u2022 Chrys
\u2022 GM QSB+
\u2022 cGMP
\u2022 Managing the Quality Lab
\u2022 Managing Quality Teams
\u2022 Leading Kaizen Events
\u2022 Leading Six Sigma Teams
\u2022 Change Management
\u2022 Performing Kanbans
\u2022 Calibrating Equipment
\u2022 Optical Comparator
\u2022 Hardness Testing
\u2022 Torque Tester
\u2022 Load Testing
\u2022 Metallurgy
\u2022 Cut\/Etch Weld Testing
\u2022 Mechanical Testing
\u2022 X-ray
\u2022 Hardness Testing
\u2022 Corrosion Testing
\u2022 Metallography
\u2022 Troubleshooting QC Lab Equipment
\u2022 Liquid Penetrant Testing
\u2022 Technical Writing
\u2022 Gage R&R
\u2022 GD&T
\u2022 ISO Auditing
\u2022 Troubleshooting Root Cause
\u2022 Implementing Corrective Actions
\u2022 Reducing Scrap
\u2022 Optimizing Manufacturing Processes
\u2022 De-bottlenecking Processes
\u2022 PPM Reduction
\u2022 Reducing Manufacturing Cycle Time
\u2022 Vendor Offsite Supplier Quality
\u2022 Supplier Validation \/ Qualification
\u2022 Quality Training Experience
\u2022 Production Quality experience
\u2022 Directing Quality Techs
\u2022 Tracking Concessions \/ Deviations
\u2022 New production line startup
\u2022 Recommending Specification Revisions
\u2022 Reducing WIP Inventory
\u2022 Performing TS Audits
\u2022 First Article Inspection FAI
\u2022 Tooling Quality
\u2022 Using Quality Database Systems
\u2022 Process Control Quality Experience
\u2022 Internal \/ External Quality Audits
\u2022 Total Quality Management (TQM)
\u2022 Setting Up Quality Systems From Scratch
\u2022 ISIR Submissions
\u2022 Statistical Investigations
\u2022 Investigating Customer Complaints
\u2022 Documenting Initial Submissions
\u2022 Conducting Trial Fit \/ Function
\u2022 Using Control Plans
\u2022 VAVE Projects
\u2022 Pareto Charts
\u2022 Poka Yoke Assessments
\u2022 Analyzing Production Limitations
\u2022 DFMEA \/ PFMEA
\u2022 Statistical Process Control (SPC)
\u2022 DOE Design of Experiments
\u2022 5S \/ 6S \/ 8D
\u2022 Designing Process Improvement Trials
\u2022 Packaging Validation
\u2022 Generating Process Control Charts
\u2022 Process Testing \/ Validation
\u2022 Using Product Reject \/ Defect Investigations
\u2022 Delivering Cost Reductions
\u2022 PPAP
\u2022 APQP<\/p>\n\n\n\n

EDUCATION AND ADDITIONAL INFORMATION<\/strong>
\u2022 Master of Business Administration \u2013 Operations Management \/ Keller Graduate School of Management (Oak Brook) \u2013 Graduated with distinction
\u2022 Bachelor of Science Degree \u2013 Industrial Engineering \/ University of Illinois (Champaign\/Urbana)<\/p>\n\n\n\n

CONTINUING COURSEWORK AND TRAINING<\/strong>
\u2022 Certificate from Motorola in Lean Manufacturing Techniques
\u2022 Certificate from General Electric in Six Sigma Methodology
\u2022 Certificate from DePaul University in ISO-9000 Implementation\/Auditing Course<\/p>\n","protected":false},"excerpt":{"rendered":"

Operations\/ Quality Leader that is skilled in all facets of improving manufacturing operations. He is an engineer with an MBA and has an exceptional track record of turning around failing plant operations using LEAN manufacturing improvements. He has a consistent history of improving the financial performance of a diverse group of automotive\/truck manufacturing companies (including…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[311],"tags":[],"class_list":["post-3379","post","type-post","status-publish","format-standard","hentry","category-production-operations-quality"],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/3379","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/comments?post=3379"}],"version-history":[{"count":1,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/3379\/revisions"}],"predecessor-version":[{"id":3380,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/3379\/revisions\/3380"}],"wp:attachment":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/media?parent=3379"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/categories?post=3379"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/tags?post=3379"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}