Matt Arbuckle Email & Phone Number

Dallas, Texas, Us

• Hired to move two steel fabrication plants into 292,000sf acquired facility, $5M spend, permitting, inspections, engage architect and engineers, contractors for set up of MEP/HVAC, layout to improve flow and reduce costs.• Manage demolition to set up $2M powder line on 2nd floor, to allow large equipment access and make room for lasers, turret punch press, brakes, welding (tig, mig, robotic), cranes and electromagnetic assembly in cells and stay on to manage operations, maintenance, lean manufacturing, regularity compliance and safety. • Preventive maintenance and repairs, equipment, facility, electrical, plumbing, HVAC central plant chillers, cooling towers, pumps, 35 rooftop AC units (chill water and refrigerant) and controls. Extensive plumbing, electrical and controls upgrades and repairs on 55 year old facility.• Led $500,000 savings, cellular labor improved flow, contractors, services, reduction in energy consumption.

Woodbury, New York, Us

P&L leadership of manufacturing, sheet metal fabrication and supply chain operations of stainless steel, aluminum and steel products for the food service, retail grocery and material handling industries. Leading and developing agile, high performance, responsive team, aligning goals and strategies, improving processes, increasing throughput and service to customer. Continuous improvement efforts employed, lean techniques, kaizen events, 5S and set up reduction. Collaborate with sales and engineering to bring new products to market. •Developed $300K in savings by designing an addition to increase 2nd manufacturing facility 3.8 X's original size. •Realigned the 2 plants, relocated 99% of all equipment to flow, increased throughput & outbound shipments. •58% plant throughput increase, improving layout and processes and staffing additional shifts. •Reduced overall direct labor expense 10.7%.•Saved hundreds of thousands $, led lean initiatives, kaizen events, standard work, 5S, flow, set up reduction, TPM & quality. •Saved hundreds of thousands of $, labor and material through $XM in capital equipment investment to grow the business. •Reduced; 31% Scrap/Drop, 15% Equip Downtime though Periodic Maintenance and 38% Electrical Costs.•21% on time service improvement to customer. •Developed New Safety Policy, training, operator certification. •Substantial reduction in accident incidents over previous 8 year average.

Recruited by Highland, a Private equity firm, to turn around a recent bankruptcy acquisition and grow the structural airframe components business by $10 million. Manage profit and loss, operations and service, direct reports; operations/engineering, quality/safety planning/scheduling, maintenance, shipping, cost accounting and human resources. 700% increase in sales/production throughput, from $70,000 to $600,000 /month, 90% increase in earnings. Re-engineered incoming material flow, instilled 5S and relocated equipment to reduce part travel 1500 feet. Doubled the workforce, implemented 2nd and 3rd shifts, plant and cell metrics and shift change procedures. Implemented set up reduction, cellular flow, alleviated bottlenecks and increased throughput. Implemented ERP, MRP, Shop floor terminals to improve forecasting, planning/scheduling and data collection. 700% increase in sales/production throughput, from $70,000 to $600,000 /month, 90% increase in earnings.

Us

Managed operations and broad strategic projects for seven plant locations in the U.S., Canada and Mexico. Led production and logistics rationalization and contributed to division production planning. Implemented Lean Manufacturing continuous process improvements, cost reducing initiatives throughout the operation and managed growing a Mexico plant from 150 to 350 employees. Optimized utilization of the Mexico Maquiladora plant by identifying production transfer feasibility, justifying the transfers, planning, scheduling, start up, developing the cells and designing the plant layout. Saved; $3.7 Million in multi-plant Lean Manufacturing improvements; $5.1 Million in labor and logistics rationalization; $500,000 in Corp Office Relocation. Improved throughput of key processes 170 to 340%.

Us

Managed expanding operation, selected production for transfer and start up. Project managed the expansion of the plant by 50,000sf, recruited, hired and staffed the plant to 150 employees, implemented ERP/MRP system and developed a comprehensive QC program. Saved an additional $1.7 million annually.

Us

Managed key operations, processes, performance, capital budgets, service, quality, engineering, research & development and product development for 5 plants. Saved $1.1 Million in process improvements by managing Texas plant consolidation, merging five facilities into two and reduced inventory $1.8M. Justified Maquiladora start up with predominance of sister division plumbing work, transitioned to 100% Selkirk production and staffed plant to 60 employees and managed production transfers and start up from U.S. to Mexico saving $250,000. Started up production in China to address business that exceeded our capacity, saving $300,000.

Project Managed $5-$15 million, ground up commercial, industrial, schools K-12, college, TI, municipal centers, hospital and institutional construction projects as the general contractor. P&L, set up project budget, subcontractor and supplier negotiation, contracts, estimating, performance, primavera scheduling, schedule of value, pay applications, billing and subcontractor and supplier payments, estimating change orders, on site management, on time completion. Center point of communication with stake holder; architects, consulting engineers, subcontractors and owners. Chaired weekly meetings and issued minutes. Managed project close out, asbults, and warranty.

Bs Engineering Technology

Bs Engineering Technology