Anthony Fleischmann Email & Phone Number

Nebraska, United States

Calera Alabama

P&L responsibility for plant while nearly doubling number of employees. Developed and implemented a completely new business model absorbing large semi production, custom configured parts and consolidating them into a job shop fabrication and machining operation. This involved taking 3 product lines which had historic design flaws getting them to work consistently. Organizing the new standard parts (one line had over 3000 sku’s) into a manageable system. Transitioned business from single owner to large corporation through the Covid timeframe. Absorbed a purchased business into the existing facility. Upgraded and installed 10 large CNC machines and created a new business system within the existing ERP system with standard parts, BOM and routings which had not been used before. Took on new product lines in addition to just job shop business. Upgraded building power from 220V to 480V, engaged in product updates and new product development. Project managed around $8m in upgrades.

Birmingham, Alabama Area

This position involved developing corporate infrastructure and management oversite. The business grew from a single location to 25 locations employing 1450 employees and needed a major overhaul of management and information systems. Thrift stores are challenging and involve three businesses rolled into one: collections of donations on behalf of charities, sorting up to 10,000 random items a day per store, and operating retail stores of around 25,000sq.ft. Created a reliable network and communication system with high-speed internet and VoIP phones, a planning, dispatch and data acquisition system that allowed management to virtually be in the truck at each stop that resulted in a 3-fold increase in product. A detailed, real time reporting system allowed for better management decisions and catching of problems quicker. The production was in final stages of development. Overall, the business could be run on real near live information instead of by gut feel and a couple of spreadsheets.

Helena, Arkansas

Part of new management team tasked with turning a coil coating plant’s quality and customer image around. Process engineered and project managed two major upgrades involving a completely new incineration, heat recovery system for the ovens and a change in technology to facilitate better reliability, reduced operating costs and improved quality. The second was the re-design and replacement of the strip cleaning and waste treatment sections. These together with quality control changes resulted in reduced claims, (including eliminating peeling issues on Aluminum and 85% reduction in dents) increased inspection standards and eliminated major wastewater compliance issues. Developed quality culture. Continual resource for the plant and the branches on technical issues and solutions to them.

Birmingham, Alabama Area

P&L responsibility for the transformation of 8-month-old coil-to-coil strip paint line and slitter startup operation into profitable and dependable business with around 65 employees. Reduced downtime by 400%, increased plant capability in width (20%), thickness (20%) and product quality, established shift stability and crew identity and operating procedures, established effective preventative maintenance procedures, developed effective shipping and receiving procedures. Established inventory control for large paint inventory and multiple other inventory and maintenance spares. Completely rebuilt and reinstalled slitter to meet surface-critical quality standards. Transformed plant from loss maker into profitable operation despite dramatic drop in sales volumes. Established predictability in production and enabled sales to forecast and schedule according to customer needs. Enabled complete positive change in quality of product produced.

Hamilton, Canada

Operational responsibility for 3 coil-to-coil strip paint lines, slitter, and shipping and receiving with around 220 reports. Installed and commissioned final phase of largest line upgrade. Project managed complex control changes to allow equipment to function beyond original capabilities. Implemented changes in scheduling to effect faster turnaround of product. Completed tank and oven weldment repairs. Fabricated new equipment to trim scrap offline that increased line throughput.

Developed business plan and partners to purchase and build a green field coil paint line. Project was at the point of bank loan approval (~$18m) when the largest customer was purchased by competitor. Developed financial budget and projections, established supplier agreements and pricing, obtained EPA approval, established state tax rebates and assistance in location of facility, developed complete line specification and obtained detailed quotes and project goals. Part-time management consulting to non-competitive paint line.

P&L responsibility for turning around a coil-to-coil strip paint line and slitting facility. Established employee confidence in management and got buy-in to transform operation into efficient and profitable operation and ultimately resulting in the union being voted out. Established effective shipping and receiving practices, and redirected product flow within restriction of a 900ft long machine to dramatically reduce manpower and time requirements for packaging and shipping. Fabricated multiple pieces of equipment and eliminated processes to simplify and ensure plant was more flexible and efficient. Lead times reduced by average of 2 weeks. Maintenance downtime halved; average line processing speed increased by 140ft/min while improving quality across the board.

Project managed and sold custom designed equipment and upgrades for coil-to-coil metal strip processing equipment. Project managed design, fabrication and machining, installation and commissioning of large machinery that formed part of continuous processing equipment. Responsible for electrical I/O descriptions and application layout and detailed design. Had multiple engineering direct reports.

Various technical positions culminating in Plant Manager for coil-to-coil strip painting facility in the last four years. P&L responsibility for turning coil-to-coil strip painting facility around. Transformed old poorly run line into a major competitor. Reduced downtime from days a week to less than ½ hour per month, increased line speed by 300%, reduced lead times from 6 to 10weeks down to 24 to 72 hours, established completely new inventory control, order intake, scheduling and customer quality specifications. Designed and specified significant replacement parts of the line and project managed complete new electric system.

Master Of Science Engineering, Metallugy And Material Science

Hard metals alloy development, Abrasion testing, Vanadium carbide, SEM and EDAX, X-ray diffraction, Metallorgraphy and extensive research.

Bachelor Of Science Engineering, Metallurgy And Materials Sciences