Bill Schueler Email & Phone Number

Farmington, CT

• Responsible for operational management for both Carrier and Fire and Security manufacturing plants, (30 Carrier and 37 Fire and Security). Managed business transformation leadership, factory consolidations, product.
• Assured CCS organizational effectiveness through re-organization, process improvements and spans & layers analysis to simplify and reduce overhead.
• Continued to drive costs out of the organization. Volume up 12.4% year over year with L&B spend increase of only 6.3%, fixed costs up by only 1.6% and variable costs up by only 8.6%. Reduced direct headcount by 16% and.
• Appointed CCS United Way Chairman for WHQ – raised $506K up 18%. Employee pledging participation was up to 67% from 52% in 2011.General Manager for Carlyle Compressor, full P&L responsibly for $140 million screw and.
• Carlyle continues to expand its margins with ROS at 18% in 2012.
• Developed and trained ready now replacement for General Manager position.

Farmington, CT

• Drove performance improvements at 40 factories globally with 15,000 employees focusing on cost management. Developed concise set of analytical tools and processes that focused in the areas of financial performance.
• Established monthly factory reviews, to monitor the relationship between costs and profitability, versus volume.
• Chair of Carrier’s Operation Talent council to identify key personnel for future advancement. Created ready now succession planning for key operations positions.
• Developed Web based productivity tracker for cost savings ideas, generating $60 million of savings.
• Held monthly Plant reviews to monitor and improve performance measurable. Reduced variable costs 25%, fixed costs by 27% and inventories by 23% taking out over $1.0 billion of total costs.Appointed General Manager for.
• Improved sales by 30% and increased ROS from 6% in 2009 to 17.3% in 2011 utilizing Lean Manufacturing and Six Sigma concepts in all areas of the organization.

Farmington, CT

• Responsible for driving operational excellence across the 75 Carrier factories. Monitored factory metrics, accelerated deployment of lean manufacturing techniques ensuring best practices were deployed globally.
• Reduced variable costs by 11% by implementing productivity tracking and sharing cost savings ideas globally.
• Rationalized Global Operations factory footprint, setting up Carrier’s transformation plan.

Farmington, CT

• Responsible for driving operational excellence of a $5.5 billion business across 35 global Refrigeration factories with 5,500 salary and hourly associates. Established factory metrics, accelerated deployment of lean.
• Reduced capital spending by $4.5 million.
• Reduced scrap costs by 66% and reduced customer escapes by 24% by implementing process controls to drive quality improvements.

Southfield, MI

• Responsible for a $3.0 billion electrical group, purchasing over $1.6 billion of components from 530 suppliers to support 35 plants globally.
• Established regional ASQE and SQE processes for new suppliers to deliver zero PPM’s.

Southfield, MI

• Responsible for a $3.0 billion Interior Systems Group with 30 interior manufacturing plants supplying both North American OEM’s and Asian plants with 10,500 UAW and 1,525 salaried employees.
• Drove continuous improvement efforts to eliminate waste through implementation of LEAN manufacturing, 5S, value stream mapping and pull systems that allowed footprint actions to increase capacity without adding.
• Achieved additional O/I savings of $15 million through 15% in productivity improvements.
• Implemented LPS (Lear Production System), saving $2.0 million annually.

Munich, Germany

• Responsible for operational and financial performance of a $1.0B group covering thirteen seat assembly and trim plants with 8,000 union and 660 salary employees (Portugal, Spain, Germany, Czech Republic, Hungary.
• Developed and executed long term strategies for European trim business (seat covers, head rests and foam), increased sales by 16% and O/I by 31%.
• Drove continuous improvement efforts to eliminate waste through implementation of LEAN manufacturing, 5S, value stream mapping and pull systems.
• Achieved additional O/I savings of $10.2 million through productivity improvements.
• In-sourced trim, head rests and foam production worth over $200M in revenue and $20M in O/I by working closely with customer-focused groups and purchasing.
• Improved plant capacity utilization from 62% to 97%.

Southfield, MI

• Responsible for operations and P&L for eight Tier 1 JIT plants supplying complete seat sets to General Motors Corporation for the GM Truck programs with sales of $2.0B, 3,150 UAW employees and 445 salary employees.
• Awarded GM supplier of the year award for the successful launch of the new program (GMT900).
• Drove continuous improvement efforts to eliminate waste through implementation of LEAN manufacturing, 5S, value stream mapping and pull systems, improving productivity by 12% and inventory turns by over 150 per year..

Southfield, MI

• P&L for 8 Tier 1 JIT plants of $2B sales supplying seat sets to GM Corporation: 3,500 UAW employees.
• Led implementation of LEAN manufacturing, 5S and visual factory systems.

Dearborn, MI

• P&L for 5 Tier 1 JIT plants of $900M sales supplying seat sets to Ford Motor Company: 1,500 UAW employees.
• Drove continuous improvement efforts to eliminate waste through implementation of LEAN manufacturing, 5S and Kan-Ban replenishment systems.

Hammond, IN

• Started Lear Hammond from a greenfield site to a tier 1 JIT plant supplying Ford Motor Chicago Assembly with seats with annual sales of $150M and 300 UAW employees.
• P&L responsibility, with overall responsibilities for the production, materials, production control, methods, accounting/finance, maintenance, quality, information systems, industrial engineering.

Dearborn, MI

• Coordination of product engineering, purchasing, manufacturing engineering, quality and industrial engineering to ensure all program milestones were achieved.

Fenton, MI

• Responsible for day-to-day operations of a Tier 1 JIT plant producing complete interior seat sets for General Motors with annual sales of over $300M, 300 UAW employees.

Mendon, MI

• Responsible for manufacturing operations producing automotive and appliance plastic products with annual sales of $50M, 700 UAW employees

Southfield, MI

• Coordinated project engineering, manufacturing engineering, quality and industrial engineering tasks to ensure all project milestones were achieved.

Livonia, MI

• Set-up plant first JIT operation delivering interior trim to General Motors Assembly Plant.

Ypsilanti, MI

Manufacturing Management

Bs, Business