William J. Eberle, Jr.
To utilize my managerial and technical skills, directing a team toward the attainment of company goals
1978 Indiana State University, Terre Haute, Indiana
Bachelor of Arts Degree in Industrial Technology, Minors in Business Management, German
January 2008 to November 2008
FMW Composite Systems, Inc.
Contract position – Production Manager – Bridgeport, West Virginia
Tasked with implementing into production a newly designed refueling system sold to the U S Marine Corps. This product consists of a collapsible rubber bladder system that replaces steel containers. During this implementation my team established quality criteria and wrote SOPs, selected primary and secondary vendors, determined benefits for the new labor force to be hired and trained.
Established department budget for 2009
Utilized Lean Manufacturing techniques to improve production floor layout
Raised production from 1 shift to a 3 shift operation
Kaizen techniques to improve scrap percentages, reduced scrap from 21% (launch) to 6% (current)
Realized a cost savings of over $300,000 by working with vendors.
July 2004 to October 2007
Hutchinson Sealing Systems, Inc.
Plant Manager – Wytheville, Virginia
Assumed role as plant manager in July, 2006. Managed 24 direct and 250 indirect employees in a non-union facility. Worked with team to launch 3 new programs (General Motors and Chrysler) into the facility. Restructured labor force to meet budget goals, re-implemented and enforced safety, production and quality programs inline with corporate guidelines. Worked with State of Virginia to improve plant environmental status.
Successfully launched 3 new programs (Chrysler, GM) into facility, maintaining same employee base
Improved plant profitability by 31% (2006-vs.-2007)
Reduced plant scrap by 14.3% over same period (percent of sales)
Lowered pollution emissions to corporate goals
Cost Savings team leader; savings of $1.8M in 2007
Successfully corrected violations from OSHA inspection
Extrusion Small Business Unit Manager – Church Hill, Tennessee.
Oversaw all extrusion operations. Managed 5 direct and 36 indirect employees in a non-union facility. Supplied extrusion not only to plant secondary operations but also direct to customers (Chrysler, GM and Ford). Critical focus was to streamline department and to improve performance.
Initiated Lean Manufacturing and Team Concept management
Decreased department scrap from 14.8% to 2.6% (percent of sales)
Decreased production hours from 24-hour 7-day to 24-hour 5-day operation
Reduced workforce requirements from 120 to 57
Added fifth extrusion line January, 2006
July 2001 – March 2004
Plant Manager – Greensboro, Georgia
Assumed responsibility for the Georgia facility. Managed 9 direct and 51 indirect employees in a non-union facility. Responsible for budget and operating costs, capital improvements, production, quality, maintenance and shipping. The facility manufactures PVC, ABS and Sewer pipe, supplying the southeastern section of the country. The facility operates on a 24-hour, 7-day schedule.
Unified the staff and stabilized the workforce
Increase daily production from 150,000 pounds per day to 260,000 pounds per day
Reduced production scrap rates from 38% to 5% daily
Decrease cost per pound from 7.9 cents to 6.4 cents and brought plant into a profitable operation
Instituted Lean Manufacturing concepts
Re-implemented BristolPipe Safety Program
November 1999 – May 2001
General Motors Small Business Unit Manager – Batesville, Arkansas
Assumed responsibility for all department functions in August, 2000. Managed 7 direct and 93 indirect employees in a non-union facility responsible for the extrusion, plastic injection and rubber compression molding, assembly and shipment in the manufacture of window sealing components supporting 11 General Motors manufacturing facilities for their truck, and mid-size car lines. Additionally worked with General Motors Lansing, Michigan SQE on the car program, to correct PPAP documentation to reduce costly containment restrictions placed on our facility.
Accomplishments – Truck Program
Improved Truck Program profitability by 14%
Reduced scrap by 8% on sales of $9,600,000 annually
Reduced labor force from 70 to 65 employees saving $190,080 annually
Increased production by 28%
Department Head – Salisbury, North Carolina
Responsible for the Ford Motor Company mid-size truck program comprised of the extrusion, injection/compression molding and assembly of rubber components. Managed 6 direct and 150 indirect employees in a non-union facility. Worked closely with the engineering department and customer liaisons to meet the ever-changing product design upgrades and was the management representative in the SAP re-launch program.
Reduced scrap by 10.5% on annual sales of $13,000,000
Reduced labor force from 169 to 150 employees with no loss of production efficiency for a savings of $722,304 annually
Worked closely with Ford SQE to resolve quality issues and set quality standards
April 1995 – November 1999
Carlisle Engineered Products
Production Manager – Middlefield, Ohio
Responsible for the mixing, extruding, molding and finishing of rubber and plastic products used primarily for the automotive industry. Managed 8 direct and 136 indirect employees in a non-union facility. Carlisle manufactured rubber tubes, grommets and window seals as a Tier 1 supplier to Ford, General Motors and Delphi Electric (Warren, Ohio).
Launched two successful Cadillac programs for Seville and Deville door seals
Member of QS9000 Implementation Team
Reduced scrap by 27.5% on annual sales of $7,500,000
Reduced labor force from 74 to 61 employees with no loss of production efficiency for a savings of $348,000 annually
March 1984 – April 1995
Department Head – Windham, Ohio
Responsible for the kiln drying and tar impregnation operations utilized in the manufacture of refractory brick used mainly in the steel and glass industries. Managed 1 direct and 13 indirect employees in a union facility. Facility operated on a 24/7 schedule.
Initiated “High-Performance Work Zone” concept in two departments
Member of ISO 9000 Implementation Team
Achieved 17 consecutive months of department profitability setting a Harbison Record
Promoted from Production Supervisor, Hammond Indiana to Department Head, Windham Ohio
North American Manufacturing: Combustion and Tunnel Kiln Training
Tennessee Associates: Statistical Process Control Team Leader Training
Tennessee Associates: ISO 9000 Training
Chisolm, Boyd and White: Mechanical Press Maintenance and Repair Training
Advanced Management Training Program: Carlisle Industries
SAP 4.68 Overview: Atlanta, Georgia Training Facility
Kanban Inventory: Salisbury, North Carolina
Lean Manufacturing: Batesville, Arkansas
SRI Safety: Springfield, Kentucky
ISO 14000: and TS 16949: Church Hill, Tennessee and Wytheville, Virginia
Kepner-Tregoe Training: Wytheville, Virginia