Michael Sindelar Email & Phone Number

Milford, De, Us

St. Louis, Mo, Us

Turnaround situation, Oversee all plant functions, safety, quality, cost, P&L, Capital investments, Continuous improvement, morale, profits, production, 5S, overall plant re-direction and focus. Plant was the worst of the 19 plants when i started, when i left we were either 1st, 2nd, or 3rd. Showed a profit that was not there before I started. Added Quality boards, reduced Changeover times, increased production, improved safety, and lead the way to the best plant in the company. Cleaned up the shop, added shadow boards, improved overall performance, reduced scrap and added Production targets by shift. turned the morale completely around, from poor to positive.

Lebanon, Tennessee, Us

Turnaround, brought in to save the company from closing. Made a significant impact immediately, in 3 months we showed a profit for the their first time in the past 4 years. Since changes were made they have shown a profit each month sine then. Due to this turnaround the Owner has decided to re-invest in this plant and has made a commitment to an additional 7 year contract which helped to save jobs and keep the plant open in Detroit. I was also tasked to designed and built plant in Livonia for moving out of current facility and into new plant. Closed former plant.

Indianapolis, Indiana, Us

I was brought in to oversaw 480 operators and 420 office personal, change the culture, open communication between operators and management, I implemented pre-shift huddles in all areas, to allow for better communication due to the Covid 19 social distancing, re-aligned CNC machines allowing one operator to run multiple machines at the same time, implemented 5-S program throughout all 6 of the buildings, developed a better core verification device increasing efficiencies by 30% and improved quality of the finished goods. Improved morale throughout all areas by talking to and listening to the employees in each area of the plants. Instrumental in having 2 of the the highest sales months in the history of the company.

Medical devices, cartridges, high quality medical devices. • Directed the implementation of 5S, Lean Manufacturing, Continuous Improvement, Process improvement, cost savings, inventory control, IS)14001, ISO9001, QS, TS, as well as PM programs into the organization. Supported my executive staff to utilized their talents to reduce cost, avoid loss, and reduce waste by over $628,000 in year 1 and over $928,000 in year 2.

Support companies implementing lean process improvements throughout their organization Worked with OSHA requirements in majority of business. Verified and assured top Quality control management and CPK driven results. Was a major player in ISO certification of a number of businesses, 14001, 9001. • Developing a new Planning and Scheduling system for the Plant, inventory control, etc. Provided guidance, leadership and used knowledge gained over the years to direct and develop plant focus.

Dayton, Oh, Us

Developed my executive team while improving overall plant morale. Supported and initiated programs to turn the quality of our product around for our direct customers, this resulted in the best quality marks the company had seen in the past 11 years and watched this failing company get back on their feet in less than 1 year. Set strategy and direction for my staff, the direct result was increased profits of 288% in the first year, best in company history. Directed and supported the improvement of our FPY from 37% to 93%, OTD from 84% to 99.9% and increased our overall business by 27% through developing a strong working relationship with our customers

Supervisor, Plant Manager, Plant Manager and Project Manager, Designed and built a plant for ExideRan facility for SET Enterprises, UAW and Teamsters unions both at that facilitysupported shipping packaging and deliver for P&G

Turn around situation. Reduced on hand inventory by over 15 million, added 5S into the plant, implemented a Material Handling FIFO system, improved OTIF from 99.7% to 100%, improved safety by over 150%, reduced OHSA recordable from over 9 a year to Zero, Supported in the plant layout change, improved inventory turns from 6 to 12, added SOP's to each job process, implemented OEE tracking system into the plant which improved production output by over 20%. Improved morale with reward systems implemented for continuous improvement ideas, utilized Value Stream Mapping to point out inefficiencies. We added exercise room in the plant for the operators. Overall a great success not only for the company but for the operators.

Auburn Hills, Michigan, Us

Responsible for overseeing the lean implementation for 6 US plants and the design and implementation for 1 Mexican plant. Responsible for implementing all lean practices, adding OEE to each plant, implementing 5S into each plant, which assured the growth and success for all 7 plants. Had many successes such as changeover time reductions, process improvements, efficiency improvements and safety programs to each facility. Used 5S in all 7 facilities which turned profit margins around infall of the facilities.

Ann Arbor, Mi, Us

Giant turn around opportunity. This plant was failing on all fronts, safety was the worst in the industry, quality was poor to say the least, production was failing, On time delivery was never achieved and the morale was at its lowest. The turn around was unprecedented, we turned safety from 56 recordable incidents a year down to 6 in the first year. We improved quality so dramatically we received awards from all of our customers for the best in class in less than a year. We reduced changeover times from 46 hours to 6 hours in machining, from 16 hours to 2 hours in Grind and from 4 hours to 20 minutes in Assembly with first piece approval in each case the first time through. We started 5S throughout the plant and cleaned and organized the plant to the highest standards in the industry in less than 5 months. I was requested by Toyota to join their Toyota BAMA team and help other suppliers of Toyota implement lean into their plants. Safety, Quality, and production improvements were all realized and successful to the point of being recognized by everyone of our customers in less than one year. The training and development I received by Toyota was second to none.

Us

Change agent, I was put in areas of concern by the EVP, (Scott Whitlock) he trusted me to do what was needed to be done to make the areas successful. As problems arose in different areas he asked me to go in and determine the best possible solutions and resolve the issue. Working in departments such as Administration, Accounting, Payroll, Operations, maintenance, ISO, Quality, Automatic Transmission, helped me to get a better knowledge of multiple areas and to be able to adjust to virtually any situation. I held the titles such as Plant Accountant, Project Manager, Administrative Support, Quality Coordinator, and implemented other items such as Time and Attendance, Bonus sharing, team training, leadership, I also was asked to train managers on how best to lead their teams and understand the dynamics of their team.

Taught High School Math, Head basketball coach, Head softball coach, assistant Football coachCoached JV BaseballVarsity Golf coach

Master Of Business Administration (Mba), Business Administration And Management, General

Bachelor Of Arts (B.A.), Secondary Education And Teaching

Bachelor Of Applied Science (Basc), Mathematics And Computer Science