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John Cater Resume
John Cater
Significant Accomplishments
Past 3 years
ACCOMPLISHMENTS
Safety (past 3 years)
Safety
METRICS:
- Reduced the Recordable Injury Rate (RIR) by 44%. (3.90 to 2.19)
- Reduced the Lost Time Injury Rate from 1.29 to 0.00
ACTIONS:
- These improvements were accomplished by the following actions:
- I transferred an Industrial Engineer into the EH&S function. This person made workplace changes that reduced opportunities for incidents to occur.
- I implemented a positive safety action process which allowed us to proactively identify and correct potential safety issues.
Quality Assurance (last 3 years)
Quality
Metrics:
- Supplier PPM improved by 81%.
- Internal PPM improved by 37%.
- External PPM improved by 67%.
- We had 63% fewer customer complaints.
- First pass success rate improved by 68%.
Actions:
- Changed focus from end of the line inspection to controlling the process. We started with improving our suppliers and then worked on in house process control, followed by designing out problems.
Delivery
Metric:
- On time in full improved from 24% three years ago to 98% in 2018.
- Decreased lead time on 40% of our products.
Actions:
- Changed culture from focusing on end date to focusing on start date.
- Modified system to allow proper internal processing times.
Delivery
Cost improvements
Cost
Metrics:
- Overall plant efficiency improved from 67.8% to 99.6%. (47% improvement)
- Kaizen in aftermarket department significantly increased productivity. Dollars shipped per man hour increased by 64%.
- Warranty costs decreased by 63%.
- Cost improvements in 2017 of $804K.
Actions:
- Began to perform monthly kaizen events to eliminate waste in the process.
- Every salaried employee was given a cost improvement opportunity. Tasks were selected based on their ability and responsibilities.
Inventory
Metrics:
- Line stock outs dropped from 97% of the units starting to be assembled missing at least one component to 3%
- Inventory turns improved from 4.3 turns to 4.9 turns.
- Inventory absolute accuracy improved from 59% to 91%.
- Inventory net accuracy improved from 94% to 99%. This along with an increased number of cycle counts allowed us to eliminate physical inventory requirements. This resulted in a savings of $80K.
Inventory
Labor Relations
- Negotiated 2 year labor contract and closure agreement within 6 weeks of facility closure announcement. Achieved all goals set out by the corporation for these agreements.
- In 37 years of managing in Steelworker represented factories, I have never lost a grievance.
- In the past 3 years, there have been no grievances filed in my facility.
Labor Relations
Customer care
Metrics:
- Customer complaints dropped by 63% (48 vs 18)
- Warranty claims (# of pieces claimed) dropped by 50% and labor claims to repair failed equipment dropped by 68%.
Actions:
- Changed focus of quality program from inspection to process control.
- Three year program of data analysis and using this data to engineer potential failures out of product resulted in significantly reduced warranty claims.
Customer
SKILLS
SKILLS
Technical Skills
- Analytical. Able to visualize trends in data which results in more rapid resolution of issues.
- Accomplished problem solver with a wide variety of tools available. These include:
- Failure mode effects analysis (FMEA).
- Lean certification by University of Michigan.
- 8D problem solving.
- Fishbone Diagrams.
- Brainstorming techniques
Technical Skills
Managing people
- Able to cast a vision and get employees to drive towards that vision.
- Skilled negotiator. Was able to achieve labor and closure agreement within six weeks of plant closure announcement.
- Develop and presentation of in-house technical training.
- Ability to communicate in a variety of written and verbal methods. An example is the development of a plant-wide real-time communication system.
Managing People
Computer skills
Computer
Microsoft Excel
Microsoft Word
Microsoft PowerPoint
Microsoft Access
Workday
MAPICS
Prezi
SAP
Skill Level:
5 dots = expert knowledge
1 dot = rudimentary knowledge
EXPERIENCE
EXPERIENCE
Reznor HVAC
Reznor
1995 - present
Manufacturer of commercial and industrial HVAC equipment.
Reznor is a brand name that has been owned by several companies during my tenure. The current owner is Melrose LLC from the United Kingdom.
2007 to 2019
2007 to present
Plant Manager
Technical Service Manager
Aftermarket Parts Manager
Managed all functions in 130 person facility.
Plant Manager
2016 to 2019
In July 2015 the facility had implemented SAP, and struggled to utilize its functionality. By December the Plant Manager had resigned and on time shipments had dropped to 24%. In January 2016 I volunteered to help, and within 6 months, all metrics had improved significantly. The results were shown in the significant accomplishments section.
Throughout my time in this role I focused on systematic, data driven, continuous improvement. As a result the plant reduced its fully loaded cost by 21%.
However, I have been tasked with closing this facility. After analysis, the corporation decided to move production to lower priced facilities located in Mexico and Tennessee. The move is underway, on schedule,and customer service has not been impacted.
Plant Manager
2016 - Present
Technical Service Manager
Managed the technical support function which supported our Sales Representatives and End Users.
Technical Service Manager
2012 - 2016
- Negotiated reductions in labor claims paid versus what was submitted by 44%.
- Developed six new training courses and taught 153 contractors, distributors, and Engineers. This training reduced time for contractors to start up a new unit.
- Designed data driven process to evaluate customer satisfaction, identify largest field issues, and then used quality tools and skills to eliminate the issues. This resulted in a reduction of customer related issues by 63%.
Aftermarket Parts Manager
Managed $11 Million replacement parts business.
- Improved departmental inventory turns from 4 to 7.
- Created Plan for Every Part (PFEP) to determine stocking levels for all 3,200 SKU's available. This reduced inventory by 21%.
- Re-slotted the warehouse to reduce travel distance, which resulted in more picks per hour.
- Improved departmental inventory control as reflected by Bin Unit Accuracy from 83% to 93%.
Aftermarket Parts Manager
2007 to 2011
1998 to 2007
During this time, I had responsibility for the Quality Assurance function, but the company expanded my responsibilities to include management of other functions.
1998 to 2007
Continuous Improvement Manager
Manufacturing Engineering Manager
Industrial Engineering Manager
Continuous Improvement Manager
Drove continuous improvement focus in Mercer facility.
- Developed and taught Lean 101 (Basic Lean Techniques) to all members of the Mercer Facility.
- Trained supervisors and managers in Lean 201 course (Value Stream Mapping).
- In one year, our Lean Manufacturing teams achieved a 20% increase in productivity for a cost savings of $982K. We also realized a 14% decrease in inventory cost and a 23% improvement in shipments per hour worked.
- Exceeded savings goals all 4 years in position.
Continuous Improvement Manager
2004 to 2007
Manufacturing Engineering Manager
Responsible for all Quality and Process Engineering functions at facility in Mercer, PA and Monterrey MX. Managed staff of 6 in Mercer and 9 in Monterrey.
- Coordinated launch of new product line in both the Monterrey and Mercer facilities. This was the largest product launch in the history of the division both in terms of capital investment and forecasted sales. Launch was accomplished within budget and on time.
- Standardized press die shut heights to facilitate quicker changeovers.
- Developed and implemented material pick carts to reduce material handling scrap and facilitate unit assembly.
- Wrote standardized work for Aftermarket parts material handing and processing.
Manufacturing Engineering Manager
1999 to 2004
Industrial Engineering Manager
Responsible for all Quality and Project Management at the Mercer facility.
- Managed staff of 7 people.
- Utilized lean manufacturing techniques to combine two assembly functions into one for an annual savings of $41K.
- Utilized lean manufacturing techniques to reduce CNC turret punch press labor by 50% for an annual savings of $160K.
- Used Paretto report to analyze scrap records and implement process changes that reduced scrap from $185K to $80K.
Industrial Engineering Manager
1998 to 1999
1995 to 2011
During this time I was promoted several times, but in each instance, I retained my responsibility for Quality Assurance. Also for a period of time I had multi-plant responsibility for a factory in Monterrey Mexico.
1995 to 2011
Quality Manager
Quality Manager - Mercer Facility
Responsible for Mercer facility Quality System implementation and maintenance. Managed staff of 6 employees.
Quality Manager - Mercer
1995 to 2011
- Achieved ISO 9001 certification on first attempt.
- Maintained ISO 9001 certification at the Mercer facility for 8 years. Replaced in 2003 with Reznor Convergent Quality System which uses data analyzed from 5 quality data streams. This enabled me to manage the Quality System using "exception reporting".
- Audited other facilities in preparation for their ISO certification audits.
- Achieved Certified Quality Auditor status from the American Society for Quality.
Multi-Plant/Multi-National Quality Manager
- Designed and implemented an automated, web-based, customer complaint resolution system for all factories in the division.
- Assisted Mexican facility in achieving ISO 9001 certification.
Quality Manager - Multi-plant
2001 to 2004
Leeds & Northrup
Metallurgical Products
Ellwood City, PA
High volume supplier of consumable metal sensing probes for the worldwide steel industry.
Leeds & Northrup
1992 - 1995
Manager of Quality Assurance
Responsible for all quality functions in 150 employee facility. Manage staff of quality inspectors, and coordinate plant-wide continuous improvement program.
Manager of Quality Assurance
1992 - 1995
Continuous Improvement
- Launched continuous improvement program at facility.
- Wrote and taught a 9 hour continuous improvement seminar that was presented to the 35 employees who were on initial CI teams.
- Used CI teams to develop key and critical elements at each work station.
Continuous improvement
ISO Certification
- Under my leadership, factory went from having no formalized quality system to ISO 9001 compliance.
- Completed RAB lead auditor certification.
- Developed and taught an ISO orientation course for all employees.
- Wrote and issued work instructions for all shop and office operations.
ISO certification
Auditing
- Developed internal auditor program for maintenance of ISO certification
Auditing
Cost savings
- Reduced inspection staff by 3 for a yearly savings of $105K
Cost savings
Rockwell International
New Castle Axle Plant
New Castle, PA
Tier one supplier of forged, heat treated, machined, and assembled truck axles.
Rockwell International
1981 - 1992
Metallurgy Manager
Responsible for all metallurgical functions in 1,000 employee facility. Managed 16 technicians, inspectors, and administrative staff.
Metallurgy Manager
1989 to 1992
Planned and executed Design of Experiment (D.O.E) which improved axle shaft straightness. Saved $518K in rework.
Consolidated magnetic particle units into heat treat area which decreased clock card hours. Annual savings of $368K.
Decreased rejects to customer from 1,000 parts per month to 0 parts per month. Exhibited long term capability of 1.88 CPK.
Designed and developed a video training course to facilitate and standardize training for heat treat furnaces after high employee turnover had caused inconsistencies in processing.
Directed cross-functional employee involvement team in furnace changeover reduction project. Reduced changeover time by 264 clock card hours per week for an annual savings of $206K.
Plant Metallurgist
Responsible for implementing and enforcing metallurgical practices in the heat treat and forging areas.
Plant Metallurgist
1987 to 1989
Decreased scrap by $40K per year by modifying furnace parameters.
Converted 15 hourly employees into salaried laboratory technicians. Trained them in proper procedures and techniques.
Realized annual savings of $12K by proposing to purchased quenchant in bulk.
Led and coached hourly/salaried Employee Involvement Team which won award for most suggestions implemented in one year.
Laboratory Metallurgist
Laboratory Metallurgist
1984 to 1987
Responsible for writing and implementing laboratory procedures. Ensured consistent performance of all laboratory work required to support production and testing of components for manufacturing.
- Created Metallurgical section for Quality Control Manual.
- Assembled and managed fatigue testing laboratory.
- Developed heat treat and receiving inspection control plans to ensure consistent and appropriate testing of components.
Laboratory Technician
Responsible for laboratory testing of components and verification of heat treat processes.
Laboratory Technician
1981 to 1984
EDUCATION
EDUCATION
COLLEGE
Pennsylvania State University
Pennsylvania State University
Associate in Engineering
Metallurgical Engineering Technology
Golden Key National Honor Society
Continuing Education
CONTINUING EDUCATION
Managing People
Managing People
- Management Techniques for the Supervisor - Rockwell International
- Coaching and Counseling Skills for Managers - Padgett & Thompson.
- Skills for an empowered workforce - Development Dimensions International (DDI)
- Management Techniques for the Supervisor - Rockwell International.
Lean Manufacturing
- Lean Manufacturing Certification - University of Michigan
- Visual Factory Management - Saddle Island Institute
- Lean 101 - Thomas & Betts
- Value Stream Mapping - Thomas & Betts
Lean Manufacturing
Quality Assurance
- Basic Statistics - American Society of Quality Control.
- Statistical Process Control - Rockwell International Corporation.
- Advanced Statistical Process Control - Rockwell International Corporation.
- Blueprint Reading - Rockwell International Corporation.
- ISO 9000 Lead Auditor - Excel Partnership, Inc.
- Implementing the ISO 9000 standards - Dupont Quality Management.
- ISO 9000 Internal Auditor - Smithers Scientific Services, Inc.
Metallurgy
- Level II Magnetic Particle Certification - Magnaflux Corporation
- Induction Heating - American Society of Metals
- Steelmaking - American Society of Metals
- Machining - American Society of Metals
- Coolant Control - United Lubricants Corporation
Metallurgy
Miscellaneous
- Skills for Success - Dale Carnegie
- Essentials of Air Conditioning - Triangle Tech
- Flawless Execution - Afterburner Group
- Advanced Microsoft Excel - National Seminars Training
- Advanced Time Management - Pennsylvania State University
Miscellaneous
HIGH SCHOOL
Riverside High School Ellwood City PA
College Prep Curriculum
Riverside High School
CONTACT
151 Calvert Lane
New Castle, PA 16101
ADDRESS
724-758-0885
HOME PHONE
724-301-8150
MOBILE
SOCIAL MEDIA
CONTACT
Caterclan@gmail.com