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Introduction
Tony is a senior manufacturing leader with strong strategic and analytical skills evidenced by consistent delivery of targeted results. His direct experience in managing growth and turn-around manufacturing facilities and unique ability to successfully establish and sustain relationships with key internal and external customers are just a few of his strengths. |
Profile
Tony has developed, implemented, and managed an array of Lean projects to support numerous business objectives while achieving and adhering to operational budgets. His demonstrated ability to understand complex business dynamics and problem-solving skills couples with his ability to inspire, motivate, and develop colleagues to high performance levels.
Tony has developed, implemented, and managed an array of Lean projects to support numerous business objectives while achieving and adhering to operational budgets. His demonstrated ability to understand complex business dynamics and problem-solving skills couples with his ability to inspire, motivate, and develop colleagues to high performance levels.
Representative Work Experience
Custom Processing
As President, directly managed year over year double digit growth in the Fully Integrated Custom Automation Systems space. Worked closely with suppliers to become awarded Tier 1 automotive supplier and Aerospace OEM. Led engineering in disruptive technology process for composite material infusion technique, eliminating additional manufacturing processes. Designed organization to focus on company metrics, while aligning customer commitments and service level excellence.
Tire and Rubber Manufacturing
Managed operations for production of racing, experimental, and specialty products. Achieved throughput gains of 22.1% Tire productivity for NASCAR, NHRA, and OE customers. Multiple site responsibility with P&L responsibility. Managed 492 employees and revenues of $120MM. Primary objectives were to develop staff and technical organization, while executing Continuous Improvement initiatives to support plant metrics. Achieved $1.8MM, year over year growth. Applied Lean principles to level through ABC analysis and installed internal customer signals to address line interruptions due to lack of componentry. Implemented TPM process to enhance stability and predictable delivery. Safe rate and customer PPM improvements of 46.3% and 18.7%, respectively.
Motor (Harley Davidson)
Reporting to Vice President and GM of Powertrain, was responsible for the production of Sportster
and Buell powertrains in machining, powder coat, and electrical systems. Model year quality for customer and internal metrics improved 14% and 31%, respectively. Managed new model entries, meeting committed budget and timing objectives. Executed Lean strategies in the areas of 5S, Visual, Pull, and Standardized Work.
Powertrain
Led the production of powertrains with ongoing responsibility of strategic planning, addressing capacity, new model programs, and model mix optimization. Extensive redeployment of equipment, improved flow, and cost / unit competitiveness. Oversaw and managed quality metrics, with improvements of 36.2% and Key Product Characteristics above 1.33Cpk. Improved equipment reliability by 28.3% as a result of focused autonomous maintenance and rebuilding of machinery. Realized $1.7MM in cost avoidance in replacement capital.
Metal Finishing
As Quality Engineer, developed and implemented process capability studies. Performed Process Failure Mode Effects Analysis (PFMEA) for the paint department based upon above findings to improve area metrics, which included strip rate, first run, and schedule attainment. Strip rate and first run improved 28.3% and 12.7% respectively. Process lead for department ISO 9000 quality system. ISO 9001 clause owner, including system development, documentation, and implementation. Responsible for internal product audit engine and transmission assemblies.
Automotive / Engine
Directly responsible for production, maintenance, and construction projects related to the movement of an existing line, while installing $16MM of new equipment. Involved directly with suppliers, hourly personnel, product engineers, and area management
for attaining manufacturing feasibility and Ford Production System requirements including process capability, work standards, visual controls, and inventory control systems. Met production schedules for engine build (3.6m pistons) while completing scope and
timing objectives for Corporate Average Fuel Economy (CAFE) requirements. Implemented company programs that are associated with a machining area: Visual Factory, Gauging Centers, Block Tool Change, Team Meetings, Maintenance Crib Control, FTPM
Client and Company Listing
Applied Industrial Solutions, Inc.
The Goodyear Tire & Rubber Company
Harley-Davidson Motor Company
Ford Motor Company
Education
Bowling Green State University - BSBA in Production & Operations Management, Procurement & Materials Management
Milwaukee School of Engineering - MS in General Engineering & Management
Custom Processing
As President, directly managed year over year double digit growth in the Fully Integrated Custom Automation Systems space. Worked closely with suppliers to become awarded Tier 1 automotive supplier and Aerospace OEM. Led engineering in disruptive technology process for composite material infusion technique, eliminating additional manufacturing processes. Designed organization to focus on company metrics, while aligning customer commitments and service level excellence.
Tire and Rubber Manufacturing
Managed operations for production of racing, experimental, and specialty products. Achieved throughput gains of 22.1% Tire productivity for NASCAR, NHRA, and OE customers. Multiple site responsibility with P&L responsibility. Managed 492 employees and revenues of $120MM. Primary objectives were to develop staff and technical organization, while executing Continuous Improvement initiatives to support plant metrics. Achieved $1.8MM, year over year growth. Applied Lean principles to level through ABC analysis and installed internal customer signals to address line interruptions due to lack of componentry. Implemented TPM process to enhance stability and predictable delivery. Safe rate and customer PPM improvements of 46.3% and 18.7%, respectively.
Motor (Harley Davidson)
Reporting to Vice President and GM of Powertrain, was responsible for the production of Sportster
and Buell powertrains in machining, powder coat, and electrical systems. Model year quality for customer and internal metrics improved 14% and 31%, respectively. Managed new model entries, meeting committed budget and timing objectives. Executed Lean strategies in the areas of 5S, Visual, Pull, and Standardized Work.
Powertrain
Led the production of powertrains with ongoing responsibility of strategic planning, addressing capacity, new model programs, and model mix optimization. Extensive redeployment of equipment, improved flow, and cost / unit competitiveness. Oversaw and managed quality metrics, with improvements of 36.2% and Key Product Characteristics above 1.33Cpk. Improved equipment reliability by 28.3% as a result of focused autonomous maintenance and rebuilding of machinery. Realized $1.7MM in cost avoidance in replacement capital.
Metal Finishing
As Quality Engineer, developed and implemented process capability studies. Performed Process Failure Mode Effects Analysis (PFMEA) for the paint department based upon above findings to improve area metrics, which included strip rate, first run, and schedule attainment. Strip rate and first run improved 28.3% and 12.7% respectively. Process lead for department ISO 9000 quality system. ISO 9001 clause owner, including system development, documentation, and implementation. Responsible for internal product audit engine and transmission assemblies.
Automotive / Engine
Directly responsible for production, maintenance, and construction projects related to the movement of an existing line, while installing $16MM of new equipment. Involved directly with suppliers, hourly personnel, product engineers, and area management
for attaining manufacturing feasibility and Ford Production System requirements including process capability, work standards, visual controls, and inventory control systems. Met production schedules for engine build (3.6m pistons) while completing scope and
timing objectives for Corporate Average Fuel Economy (CAFE) requirements. Implemented company programs that are associated with a machining area: Visual Factory, Gauging Centers, Block Tool Change, Team Meetings, Maintenance Crib Control, FTPM
Client and Company Listing
Applied Industrial Solutions, Inc.
The Goodyear Tire & Rubber Company
Harley-Davidson Motor Company
Ford Motor Company
Education
Bowling Green State University - BSBA in Production & Operations Management, Procurement & Materials Management
Milwaukee School of Engineering - MS in General Engineering & Management
