Lear Corporation - Janesville, Wisconsin (2000 - 2009)
Features Accomplishments Benefits
* Five years of leadership * Directed all Engineering, Materials, and Production related * Successfully managed a relatively large, complex
experience at the Lear activities for a Just In Time (JIT) operation that ran twenty hours operation in a demanding, fast paced environment.
Corporation, Janesville facility per day, producing seats approximately 5 hours before they are * Proven sense of urgency and ability to anticipate
(Production, Materials, and installed into vehicles at the GM Assembly Plant. problems that could affect production, quickly
Industrial - Product = Seat Assemblies for General Motors in Janesville and welded seat resolving them to avoid crisis situations which would
Engineering/Maintenance) frames for internal use and other Lear Plants. affect the customer.
- Processes = Linear Seat Assembly, sub-assembly, sequencing, manual mig * Crisis management skills - when something did go
welding of seat frames, automated mig welding using robots and specially
* Closing a facility wrong, having the ability and creativity to work through
designed spot welders.
the situation and protect the customer.
* Supported the Plant's annual sales of $500 million with nearly
* Maintaining a good relationship with the Customer by
1000 employees (hourly and salary)
understanding their expectations and open
* Maintained three years with zero written delivery issues with GM
communications.
and exceeded Corporate Customer Quality measurables.
* Planning ability in a new and difficult situation,
* Developed and implemented a Lear Janesville closing plan. It
shutting down plant.
was accomplished on time and under budget.
* Motivating a work force to maintain production
* NOTE: Janesville was one of seven plants producing the same,
numbers and quality at a facility that is scheduled to
or similar, seats for the General Motors truck platform.
close.
* Experience with labor intense assembly process,
multiple lines with multiple models on one line.
* Labor cost reduction * Improved line efficiency, improved labor utilization, and * Understanding a multi-faceted approach to reducing
* Executing Corporate Strategy implemented automation to reduced Hours Per Vehicle Set labor costs
(HPVS) by 31% over a two year period (over $4 million in labor * Ability to generate labor reduction ideas, plan the
savings). projects, and implement.
1. Increased line efficiency (measured in Jobs per Hour) by 6% * Re-allocation of capital equipment from one area to
through a series of initiatives designed to reduce downtime on the another.
lines ( Production Monitoring System, Live Production Reporting, * Utilizing internal resources (Engineering and
and improved internal material flow). Maintenance) to implement automation projects.
2. Improved the average labor utilization by 4 % through job * Demonstrates focusing improvement projects on the
combinations, loading up stations by moving work elements around plant controllables.
to increase the utilization for all styles of seats. * Ability to deliver on Corporate initiatives
3. Implemented 5 automation projects on the seat assembly side
to reduce headcount.
4. Outsourcing initiatives provided additional headcount
reductions (back frame sub-assembly, sequencing, latch sub-
assembly, welding, trim to foam)
* Optimized automation in weld shop to improve production rates
and reduce costs.
* Improved training and upgraded the staff in the Engineering
Department which led to decreased equipment downtime and
decreased outsourcing of automation projects.
Features Accomplishments Benefits
* Visual Management * Developed and implemented a Production Monitoring System * Ability to use and apply lean principles to assembly
(lean principle - visualization of that was projected onto a screen on the shop floor, on the processes.
the problem so you can stop and Manager's computers and on the Supervisor kiosk's. It was * Understanding the impact of some simple tools on
fix the issues when they occur) designed as a visual tool used to quickly react to issues in the the operation
production process so they can be fixed as they happen. * Experience with driving accountability to the shop
* The production monitoring screens drove accountability to both floor by developing systems, training employees, and
Supervisors and Hourly Associates by exposing exactly where providing the tools to meet expectations.
issues were occuring and providing cumulative data for the shift.
* Purchased computer kiosk's for the shop floor and implemented
a live Production Report for the Supervisors to enter data on the
floor throughout the shift to track the issues with equipment,
product, and manpower and reaction to the problems. This tool
helped improve the detail and accuracy of the problems
experienced so proper corrective actions could be put in place.
* Developed a "Employee Coaching/Counseling/Discipline Log"
used a centralized database that was accessed on shop floor that
tracks daily communications by Supervisors. This was very
beneficial in reducing downtime related to people issues.
* Automation * Implemented automated shuttles in the finished goods seat bank * Experience with fairly simple automation projects in
(lean principle - using that put away and retrieved seats, reducing 14 operators and 6 the assembly process.
automation to improve the manual pickers. The project improved the accuracy of the seats in * Understands re-allocation of robots from one area to
overall efficiency of an operation the finished goods bank by eliminating human error and mistakes. another, demonstrates creative ways to reduce costs.
and accuracy of the process by This ultimately led to improved error proofing for shipping and less
stopping when defects occur so "hot jobs" for wrong or missing seats in the finished goods bank.
they can be fixed) * Implemented two robots to replace steam operators at the end of
two seat lines, reducing 4 operators. We re-allocated the robots
from our weld shop which significantly reduced the implementation
costs.
* Implemented a robot in third seat shipping to remove the seats
from the seat bank pallet and load into racks, replacing 2
operators.
* Applied an AGC (Automated Guided Cart) to replace a material
operators, reducing 1 operator.
Features Accomplishments Benefits
* Material Flow Improvements * Utilizing the lean principle of just in time delivery, we implemented * Demonstrated use of lean principles for JIT delivery.
(lean principle - deliver to the multiple projects to improve the internal flow of material. * Experienced the productivity benefits gained by
production process just what is * Utilized Kanban systems to pull material to the line - dolly improving material flow.
needed, when it is needed) exchanges with colored totes, sequencing of components, pull * Creative solution to improve control and tracking of
systems with lights or electronic signals for replenishment. external processes.
* Used external, low cost labor for sequencing operations
(outsourced the activity).
* Developed a scanning system for sequenced trim which
improved accuracy of sequenced parts, gave transparency to the
suppliers' process, and reduced downtime related to
missing/wrong components at the production process.
* Inventory Management * Developed an inventory analysis that determined the proper * Experience with basic techniques to stabilize
inventory levels using lead times, material cost, delivery inventory.
frequencies … giving us a theoretical idea of how much material * Using data to identify and reduce variation.
we should have for each part number. * Recognizing simple tools or methods that can help
* Significantly reduced the variation in the daily average material employees succeed.
inventory and nearly eliminated premium freight events for 18 * Ability to upgrade salary staff.
months as follows:
1. Developed an inventory stock status comparison report that
pulled the inventory data from the MRP system and sorted it by
Supplier, by Planner. We utilized a red, yellow, green color coding
to highlight variations that needed attention.
2. Established weekly material meetings between the Managers
at the Plant and the Material Planner's to discuss the weekly
variation in stock status from prior week and target.
3. Upgraded and coached the Material Planning staff
* World Class Housekeeping * Improved overall housekeeping rating at Janesville from "2" * Experience with successful housekeeping programs
* Project Management (widespread activity: opportunity to improve) to "5" (World Class). and the positive impact they have on the operation
* Conducted internal 5S training for Supervisors and project and its people.
assignment. * Ability to implement housekeeping programs that will
* Developed the 5S Kaizen events to train the hourly folks and to train and involve employees in the 5S process.
implement improvements related to housekeeping. * Utilized an assessment tool in order to track
* Established a Housekeeping process with WCH Assessment, progress of housekeeping activities.
creating zone champions, facility housekeeping tours, and * Understands the importance of communicating
corrective action matrix. general housekeeping guidelines to the workforce and
* Developed a housekeeping recognition program for the zones in continually re-enforcing good housekeeping.
the Plant, with the best and worst housekeeping awarded the * Knowing how to effectively communicate the before
"Golden Broom" and "Broom of Doom" for their efforts. and after pictures to show the "wins" or improvements
* Directed the implementation of the housekeeping projects, in the plant, no matter how small.
developed timing, costing, and allocated the resources to make the
changes.
Features Accomplishments Benefits
* Freight Reductions * Implemented freight savings by eliminating & combining LTL's, * Traditional and non-traditional approaches to saving
Milk Runs, and Dedicated runs for parts coming to our plant and money on freight.
common suppliers with other Lear Plants ($700,000 annual
savings).
* Implemented bulk delivery of trim covers from Mexico for a 3 to 1
freight savings ($450,000 annual savings).
* New Model Launch * Directed all Janesville launch activities. * Program Management
* Process Design * Assessed and maintained the "Manufacturing Readiness" report * Managing and motivating people through a long,
* Program Management for Lear Janesville. complex new product launch.
* Developed the Janesville Capital and Tooling requirements, * Understanding how to set and execute a training
Timing, and Training Plan for the launch. plan for over 800 employees.
* Identified, leased, and facilitized a 120,000 square foot building to * Experience with limited time change-over planning
support the Pilot builds, training, material storage, new assembly for major product and process changes.
equipment testing, and change-over plan. * Utilize product development background to help
* Coordinated all planning activities with GM for Pilot build events. guide engineers and plants through the design for
* Developed and executed the plan for building the Pilot Seats and manufacturability process.
building seats for training.
* Developed and gave the Pilot review presentations to GM for
each of the Pilot events.
* Supported the process development along with the Corporate
Manufacturing Group and 6 other Lear Plants building the same or
similar seats for the pickup and suv platform.
* Supported Finance with the submission of the PAR (Project
Authorization Request) for Janesville's capital and tooling ($10
million in capital equipment, $5.0 million in tooling, $4.5 million in
expenses).
Features Accomplishments Benefits
* Quality Systems * TS16949 Certified facility. * Extensive experience with automotive quality
* Developed 5-phase and 8D reports for the customer to track root standards and expectations for problem resolution
cause, containment, and permanent correct actions related to * Creativity in developing new quality systems and
quality issues. procedures to drive down defects.
* Utilized standard quality tools such as FMEA, Control Plans, * Experience using Supplier Chargeback process to
"Read Across", "Drill Deep and Wide", etc in daily quality issues. drive accountability to the supply base.
* Adhered to all PPAP requirements for seat systems and * Ability to develop in-process error proofing using
component parts. vision systems (Cognex), stationary sensors, and
* Development of the Layered Process Audit at Janesville to actuated sensors.
reduce off standard conditions through process monitoring by all
levels of the organization.
* Coordinated the implementation of Internal Defect "Blitz Ticket", it
was a written document issued to the production leader by the
quality leader, similar to a speeding ticket.
* Utilized "Red X" technique to troubleshoot seat system defects
and resolve quality issues.
* Supported driving financial accountability to the supply base using
Supplier Chargebacks for mistakes and defects that affect's
Production.
* Labor Negotiations * Represented the Plant Operation's team in the 2004 Labor * Labor contract negotiations experience.
* Union Management Contract negotiations, a four year contract with the UAW. * Union management skills.
Successfully ratified the contract without disruptions to the * Labor relations.
operations and meeting the management targets. * Outsourcing activities and labor reductions in a
* Member of the Plant's negotiating team for the 2008 Labor Union environment.
Contract negotiations which included several benefit concessions * Recognize cost drivers in a Union shop.
and wage freezes. Successfully ratified the contract and met the * Understanding how "past practice" and "precedence"
Management cost targets. can be as binding as contractual language, for both
* Member of the negotiating team for the Plant Closing Agreement Management and the Union.
to establish the closing process and end the labor agreement.
* Managed the Union using the formal processes defined by the
labor contract and through informal meetings and communications
outside the contract requirements.
* Maintained good working relationship with the full time Union
Representatives in the Plant, Local UAW President, and
International Representative during a time of headcount
reductions, outsourcing and layoffs.
Features Accomplishments Benefits
* Continuous Improvement * Promoted to the In-Plant Champion and eventually to the * Recognizes how critical it is for a company to use
Program Implementation Continuous Improvement Manager. and share internal resources (other plants, other
* Six Sigma Black Belt * Supported the Corporation's Six Sigma implementation at departments, other divisions) for improvements to the
* Lean Manufacturing Janesville using both hourly and salary Black Belts. Organization ... it's essentially "free".
* Best Practices * Trained, completed project, and certified as a Black Belt at Lear * Use Six Sigma method to resolve problems and
using the Six Sigma Academy consulting firm. I was a part of the reduce variation.
first wave of Black Belts. * Extensive experience with the Lean Manufacturing
* Certified by Lear as a facilitator for Green Belt Training and implementation in a facility and throughout a
Kaizen events. Coached Black Belts and Green Belts through corporation.
project completion. * Solid understanding of Lean principles and how to
* Improved project selection knowledge through experience using apply them to an organization to reduce waste, seeing
Six Sigma to solve problems. the impact on the efficiency of the operation.
* Utilized and contributed to the "best practice" and "knowledge * Heavily involved with the establishment of
swap" process to make incremental improvements. Continuous Improvement Group in a facility.
* Supported Lear's implementation of Lean Manufacturing by * Ability to conduct Green Belt Training, facilitate
adapting what they called the Lear Manufacturing System (LMS). It Kaizen events and VSM sessions, and teach lean
included the Executive Management committment to adopt the principles.
new lean principles and apply the resources necessary to * Possesses information with real world examples of
implement the LMS. This included a "rollout" of the vision, training, CI Projects and training.
assessments, and project requirements. * Understands and supports company strategies.
* ISO14001 Implementation * Developed the Lear Janesville Environmental Management * Proven Project/Program Management skills.
* Program Management System (EMS)... the processes and procedures, the timing plan, * Capable of developing processes and procedures
* Process and procedure the training plan, and assigned resources. for an organization.
development * Conducted training and implemented the EMS at Janesville. * External audit knowledge related to ISO standards.
* Received ISO14001 certification 6 months after starting the * Lead Auditor training for ISO14001.
project.
* Completed Lead Auditor training at Omnex in Ann Arbor, MI .
Features Accomplishments Benefits
* Safety and Ergonomics * Reduced workers compensations costs by 55% over a two year * Application of proven techniques to reduce workers
improvements period (measured dollars per hour). compensation costs.
* Designed and implemented ergonomic assist equipment to * Strong background with safety and ergonomics in a
prevent repetitive injuries related to torque applications, closeout of Plant environment.
trim covers, retainer attachments, and similar high stress areas. * Ability to make H&S improvements in a labor intense
* Developed the Ergonomic Kaizen format at Janesville and process.
conducted more than 20 events to improve ergonomics. * Use the Kaizen event to train employees and
* Closed an average of 200 health and safety issues per year by improve ergonomics/safety.
establishing an effective Health and Safety Committee (joint * Ability to use tools from one functional area (Quality)
committee of Union and Management) weekly meeting that in another (Health and Safety) in order to improve the
focused on practical solutions of the plant safety and ergonomic process.
issues rather than finger pointing between the Union and * Knowledge of claims management to reduce
Management. workers comp costs.
* Improved the accident investigation process for lost time injuries
by developing and implementing the 8D accident investigation
process for lost time injuries. Conducted the Supervisor training of
the new process.
Lear Corporation - GM Division, Warren, MI (1996 - 2000)
Features Accomplishments Benefits
* Platform Management * Directed all Engineering and Program Management activity for * Customer design reviews related to engineering
* Product and Program the Luxury Car Programs, working closely with Sales and changes that reduce cost.
Development Manufacturing to improve product margins. * Ability to off-set costs by lumping cost savings with
* Improved customer relations with the team by directing resources changes needed to improve product performance.
based on their needs, conducted warranty reduction planning * Engineering budgeting, work order tracking, and
meetings with GM Engineering and Purchasing. charging the customer for design changes.
* Analyzed the impact of engineering changes on warranty and * Customer satisfaction commitment.
customer satisfaction.
* Conducted VAVE teardowns and analyzed cost impact/savings to
implement ideas.
* Supported all customer and internal changes while staying below
budget by diligent tracking of costs, fully utilizing testing facilities,
and shopping around for good prototype pricing.
Features Accomplishments Benefits
* Engineering Supervisor * Due to an acquisition of Delphi Automotive by Lear, I supported * Able to manage and relate to other engineers.
* Engineering Management the integration of several luxury car seat design programs into the * Evaluate engineers and utilize their strengths,
Lear Luxury Car Group. improving their weaknesses
* Managed the Luxury Car Product Engineering group responsible * Coaching and mentoring during difficult changes,
for engineering changes and new model launch changes related to providing suggestions and support.
the seat assemblies.
* Collaborated with GM Purchasing and Engineering on
engineering changes to decrease warranty issues, eliminate
manufacturing problems, and reduce material cost.
* Developed engineering drawings used to quote potential changes
and analyze the impact on the seat system piece price.
* Product Design * Senior Product Engineer responsible for designing and testing * Product design and validation experience using
* Product Testing the rear seat assembly for the GMX130 (Grand Am and Olds customer specifications.
* Product Launch Alero) to perform based on the SSTS (seat system technical * Experience working closely with the customer to give
specs) and SOW (statement of work). them what they want and still make money.
* Supported the Lear Validation Engineer and GM Validation group * Experience with releasing engineering changes for
to develop and complete testing of seat systems and components. Production.
Used internal and external test facilities. * Ability to develop prototype samples and conduct
* Promoted to Senior Engineer for Front and Rear Seats, design reviews.
conducting design reviews with the GM Engineers and Vehicle Line * Experience working with designers to release
Team at Lansing Assembly and Milford Proving Grounds in drawings for quote or production.
Michigan. * Experience tracking part changes and drawing
* Developed cost savings ideas and worked with purchasing and revisions.
sales to quote the changes to the Customer, developed request for * Ability to provide engineering support during a
quotes (RFQ). product launch.
* Released approved engineering changes based on Customer
direction, developed the Engineering Change Notice (ECN) with
drawings that released the change into the system and ultimately
generated the Production PO to the suppliers.
* Successfully launched seat system for the new model Grand Am
and Olds Alero at Lansing Car Assembly Plant. No major quality
issues, no delivery issues, and met PPAP requirements.
Trim Lab Manager * Start-up of the GM Division's Trim Lab, providing pattern * Area start-up experience.
* Startup of prototype shop development, cutting, and sewing of prototype trim covers for * Procedure and systems development for tracking
* Process and systems advanced model seating programs. material and labor costs assigned to Engineering
development * Developed and executed a plan to facilitate the area, hire pattern projects.
developers, sewers, technicians, and developed a work order * People hiring and development.
system to track costs related to the programs serviced.
* Successfully transferred the Trim Lab functions over to the Lear
Favesa group, an internal supplier, as part of an overall strategy to
put the "up front" design and development costs with the supply
base.
Features Accomplishments Benefits
Ford and Lear Corporation, Juarez, Mexico (1992 - 1996)
Features Accomplishments Benefits
* Acquisition * Accepted an opportunity as a Manufacturing Engineer -Tooling at * Positive experience being acquired and the process
the Ford- Favesa Operations with 5 plants located in Juarez, involved.
Mexico and a distribution center in El Paso, TX. * Willingness to take on new roles.
* Lear acquired the Ford- Favesa Operations and I became a Lear
Employee shortly after transferring.
* Tooling design and * Developed knowledge and experience with trim cutting tools by * Ability to work cross functionally
development - fabric and leather coordinating all tooling implementation for Favesa plants. * Ability to learn new processes and quickly improve
cutting * Developed tool release process for Favesa, coordinating the them
transfer of the tool design from Ford Engineering in Michigan to a * Having worked with vendors to learn about tooling or
local tooling supplier in El Paso. equipment and using that knowledge to adjust internal
* Re-nested trim tools to generate over $400,000 in savings in 6 processes to reduce costs.
months. Utilizing the knowledge gained with tool design, fabrics,
and the cutting process, I was able to modify multiple tool layouts
to decrease its length and reduce material used per job.
* Tool Design Area startup * Developed and implemented the plan to take over the Tooling * Directed the startup of a new functional group in
* Program Management design and release functions from Ford's Pattern Development Engineering.
Area in Chesterfield Michigan. * Demonstrated knowledge of systems and procedure
* Identified the digitizing, pattern cutting, and computer equipment development associated with the startup of an area.
required and coordinated the purchase and installation of the * Hands-on approach to expedite the startup process
equipment. and gain buy-in from my employees.
* Established resources needed to run the area and hired them * Experience with a "seamless" transfer of a major
(both US and Mexican Nationals). operating function from one organization to another.
* Participated in the Gerber Accumark training with my employees * Ability to take on a complex task, break it down into
so I could better understand the software capabilities and sub-tasks, and achieve the targeted timing.
limitations as well as take on some of the initial work load. * People hiring and development.
* Using the Ford Tooling Guidelines as a base, we developed new * Experience managing Mexican Nationals, knowledge
tooling design standards to improve material utilization (reducing of cultural differences in the work place.
scrap) by investigating fabric dimensions and properties, talking
with the cutting room employees, and had discussions with the
tooling vendor on specifications and tolerances.
* Collaborated and assisted my co-worker who managed the
transfer of all pattern development functions to Lear-Favesa from
Ford in Michigan.
Features Accomplishments Benefits
* Trim cutting process * Collaborated with production and pattern development to optimize * Work cross functionally to increase the product
* CNC Cutting - Gerber Cutters the cutting process by implementing changes into the cutting tools quality and reduce cost.
that would improve the overall quality and productivity of the cut * Ability to implement new technology to reduce costs
and sewing process. and improve operations.
* Implemented CNC cutting (Gerber Cutting) into the Favesa
cutting area, using it first as an engineering tool to significantly
reduce costs for prototype dies and eventually using excess
capacity for Production to eliminate even-up cutting dies and
tooling costs for low volume products.
* Established processes related to Gerber cutting (cutting
parameter, lay-up heights, speeds, etc) based on investigation and
cutting trials set up with standard types of material.
* MRP startup * Chosen as a Launch Team Member for the QAD MRP system * Possess knowledge of how to develop training
* Custom screen development implementation at Favesa due to migration away from Ford IT manuals and conducting training for a major software
systems. change.
* Developed, trained, and implemented the engineering segment of * Program/Project Management skills related to an
the MRP system. This included working with QAD to design MRP implementation.
custom screens to track tools and calculate material usage based * Experience working with vendor to develop custom
on the data transferred from the Gerber tool design software to the screens for MRP system.
QAD system.
* Developed the Engineering "in-white" bill of materials (BOM)
process which was used as the release from Engineering to the
Materials Production BOM group for establishing the Production
BOM in color.
Ford Motor Company (1991 - 1992)
Features Accomplishments Benefits
* Production Supervisor * Managed approximately 35 hourly associates in a seat assembly * "Grass roots" understanding of the challenges faced
operation, maintaining targeted cost and productivity. by front line Supervisors.
* Part of the transition of hourly from a "piece rate" to a "bell to bell" * Managing people through difficult changes.
operation, managing through the labor unrest to meet quality and * Understands the importance of employee
productivity requirements. involvement for changes being made to their area.
* Improved labor relation skills and effectively used that to improve
quality and productivity of the employees.
* Coordinated hourly associate training and changeovers with the
Process Engineering group for running changes and model
changes.
* Labor relations * Developed the ability to manage a labor force using the * People skills, maintained a good working relationship
contractual language. with employees and fellow supervisors.
* Developed people skills to involve the labor force in changes and * Understanding of Labor / Management relations.
improvements in the seat build area, asking for input.
Features Accomplishments Benefits
* Process Engineering * Coordinated the process changes, launch of new model * Process engineering in a labor intense process.
components, and engineering changes related to the seat * Engineering changes in an assembly environment.
assembly operation.
Kohler Company and Petroleum Helicopters, Inc (1984 - 1989)
Features Accomplishments Benefits
* Engineering Co-op - Kohler * Part of Maintenance Staff Services for Kohler developing * Demonstrated knowledge of preventative
Company (2 semesters) Preventative Maintenance Programs and stocking spare parts for maintenance and exposure to diverse manufacturing
equipment in all business groups at Kohler. environment.
* Wrote PM's for state of the art, complex equipment. * Experience with Preventative Maintenance
* Developed a project to replace chain driven mechanisms with belt Programs.
drives to improve longevity of drives. This required specifying
comparable components, purchasing new parts, and coordinating
the change-over.
* Reduced costs related to spare parts by working with vendors to
spec comparable domestic spare parts to replace foreign OEM
parts.
* Aircraft Mechanic - Petroleum * Performed daily inspections of helicopters operating in the Gulf of * Experience maintaining complex, critical machinery.
Helicopters Mexico. * Troubleshooting ability.
* Troubleshooting and repairing pilot concerns
* Performed routine maintenance on turbine powered helicopters
and major component changes.
Education
Features Accomplishments Benefits
BS Mechanical Engineering * Graduated with honors, in the top 10% * Technical background with mechanical aptitude.
University of Wisconsin - * Engineering Co-op at Kohler Company (2 semesters) * Solid understanding of engineering concepts.
Madison * Financially responsible for my education. * Determination and commitment to excel.
Airframe and Powerplant * Acquired FAA License for Airframe and Powerplant Mechanics by * Demonstrate mechanical aptitude and knowledge of
Mechanic (Diploma, 2 yr) passing written, oral and practical exams. maintenance programs.
Blackhawk Technical Institute, * Assisted classmate with "home built" airplane project. * Ability to achieve goals.
Janesville, WI * Understanding the critical nature of maintenance as
it relates to complex machinery.
* Other interests outside of work.
Private Pilot License * While attending Blackhawk Technical Institute, I acquired a FAA * Setting challenging goals and achieving them.
license for Private Pilot, single engine airplane, by passing oral, * Unique interests outside of work.
practical, and written tests with a certified flight instructor.
Features Accomplishments Benefits
Solidworks 3D Modeling Classes * Successfully completed 6 training modules … Essentials, File * Understands the importance of updating technical
(on-going until May 2010) Management, Sheet Metal, Drawings, Advanced Part Modeling, skills.
Graphic Systems, Menomonee Advanced Assembly Modeling. * Able to continue Solidworks training until May of
Falls, WI & Madison, WI * On-going training for any classes offered for one year. 2010.
Rob Nagel - Dir of Operations, MASCO Bath
Relationship Supervisor, Lear Janesville
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Margaret Lewis - VP of Quality, Lear SSD
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Monte Kahl - Facility Manager, MPC, Inc
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Garry Scribner
Relationship Direct report, Production Mgr at Lear Janesville
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