Ron Minto Email and Phone Number

Led process improvement teams to completely overhaul document and data control system for business processes. Developed lean, streamlined and tailorable processes that dramatically improved every aspect of how the company conducted business. This initiative reduced product and process variability and reduced cycle time and cost. This innovative approach reduced the number of procedures from >1100 to <400. The project was successfully completed within 1 year and ISO 9001 recertification validated the successful results.

Led a team of 7 direct reports and staff of 33 engineers with $4.7M in annual operating expenses, $3.0M annual payroll and $5 – $30M of annual capital spending. Directed design, development and installation of all new equipment for new product launches. Served as customer interface (GM, Ford and Honda). Saved over $1.6 M annually – completed 12 cost reduction projects/eliminated 29 positions.

Led team of 55 Engineers, Technicians and Quality Assurance professionals on Honda new model startups, rearrangements; maintenance of equipment, as well as Facilities Maintenance.Obtained Honda Top 10 Supplier Award (out of 700) for seven years in a row and given Presidential Award for launch of ’98 Accord. Implemented $100,000 cost savings by introducing ultrasonic testing for validation of spot welds. Led project teams to achieve ISO9001, QS 9000 and 14001 Certification in <3 years.

$220M welders and weld wire); Led team to improve processes and control methods to achieve ISO 9001 and government's Qualified Products Listing (QPL). ISO Management Rep. and customer interface. Selected Accomplishments:Planned, organized and implemented corrective action plan to successfully regain government QPL.Achieved ISO 9001-1994 Certification for the Piqua, Ohio production facility (flux cored wire).

$300M manufacturer of aerospace generators); Led project teams to achieve Boeing's AQS D1-9000 Certification. Resolved various manufacturing issues including justification of equipment and improved manufacturing methods. Selected Accomplishments:Purchased, and installed state-of-the-art heat-treat facility. Facility produced 4,500 heats without defect, scrap, or rework over 7-yrs. with capability index (Cpk) >3.0 on 99% of products processed. Achieved Boeing's D1-9000 Certification, earning highest rating in the company and by the Boeing Audit Team - organized 20 Advanced Quality Systems (AQS) Systems Teams.Earned Corporate Quality Performance Award for quality leadership, Group Award for Heat-Treat Project, and Individual Award for Gear-Cutting Project - both projects considered the most significant and successful of the year for the Division.Saved more than $100,000 annually in production costs by improving flow - implemented plant's first manufacturing cell (gear cutting). Eliminated 7 machines and 2 operators.Established historic firsts for Division - first engineer to take an operator to run-off of a new piece of equipment. Achieved buy-in to new process resulting in the most successful startup in company history (2 days from delivery at dock to full mass production).Reduced paint use and process time over 50%, resolving many long-standing process and product quality issues - installed new paint facility, first to use one-coat primer-less paint.

$20B manufacturer of turbine generators/motors); . Involved in the design, manufacturing and testing of large turbo generators for use in utility plants and induction motors for rail applications. Resolved numerous manufacturing issues and improved those processes related to manufacturing/testing of those products. Selected Accomplishments:Led numerous manufacturing root cause analysis studies to resolve long-term systemic problems. De-lamination issue on stators was resolved via improved process control. Improper cooling of generators on test caused by lack of process control of cooling tower treatment. Recurring welding defects (inclusions) and other variations in process were caused by the lack of process control.Conceptualized, justified and became project lead to consolidate all satellite metal stamping operations back into the main facility in order to reduce product cost, damage caused by transportation and to improve process flow. Project was completed within 1 year with a 40% ROI. Conducted noise control studies and then designed and built noise control test chambers to protect workers from high frequency noise and to comply with Occupational Safety and Health Agency (OSHA) requirements. Achieved the required 85dbA for 8 hour duration of exposure for several highly populated test locations. Applied the most effective and economical designs possible - acoustic barriers. Results met the requirements and withstood OSHA follow-up compliance audits.As a member of the Strategic Projects Planning group, developed a workable plan for shutting down the East Pittsburgh operations. Project began January 1976 and concluded on June 1982.