William Leonhardt Email & Phone Number

Phoenixville, Pennsylvania, Us

Reno, Nevada, Us

Direct and manage all engineering efforts and personnel as well as the Environmental Health & Safety (EH&S) Department (Retained and still execute all responsibilities of Senior Engineering Manager [see below])  Lead the strategic planning for future growth and expansion at existing and future sites.  Created standard plant template for new facilities with modules to produce different product types independently or as joint ventures domestically and overseas.  Develop the equipment/technical side of strategic consignment and logistical partnership/joint venture opportunities with customers.  Lead the equipment and process aspects of strategic planning for future raw material acquisition and storage as well as finished product production.  Responsible for the Environmental Health & Safety (EH&S) Department  Facilitate new products and process developed by the R&D department to be advanced from lab scale concept to full commercial scale manufacturing

Reno, Nevada, Us

Directed and coordinated all engineering efforts to include: projects both capital and plant budget, process improvement projects and efforts, reliability projects and efforts, and automation.  Lead the installation and commissioning of a Green/Sustainable paving product production system that reacts recycled tire rubber with asphalt to make a superior road paving binder. Proprietary production process creates road paving with the highest recycled tire concentration in the world. Took an experimental semi works process to full commercialized production.  After start up, lead multiple cycles of process improvement projects to increase quality and decrease cycle time. Establish production parameters and process for an entirely new process.  Emissary responsible for communications between R&D and Operations, driving communications when necessary. Facilitated R&D developing concepts that could effectively be manufactured with existing equipment and assisted Operations in understanding the need to follow the production parameters developed by the R&D Department. Focus R&D Department’s effort towards increasing the safety, ease of production, and profitability of finished products.  Helped to stabilize and put process controls in place for a production process that deals with constant raw material variation and lead production and logistical debottlenecking efforts.  Worked directly for the Chief Operating Officer and coordinated with the Chief Technical Officer.  Traveled overseas to analyze foreign production opportunities and meet with foreign officials.  Established technical, process, equipment, and engineering standards where there were none.  Drove strategic planning for future demand and created a standard plant template for new facilities.  Aided customers with technical consultation to help them work through their production issues.  Collaborated with the R&D Department to purchase and install expensive and complex test equipment.

Galena, Kansas, Us

Cradle to grave project management in a high paced 24/7 manufacturing environment where every minute of downtime is at a premium. Scoping, capital proposal/justification, environmental health and safety compliance EH&S, purchasing, scheduling, installation crew supervision, optical alignment of key components and master assemblies, Lock Out/Tag Out Procedures (LOTO), production line start up and commissioning, updating facility drawings, operator training, maintenance condition monitoring routes and preventative maintenance setup, bills of material and structure list input (spare parts) into ERP/maintenance management system. Directly in charge of multiple projects costing $25,000 – $1,500,000 lasting from 2 months to 3 years  Executed numerous projects costing $5,000 – $25,000 lasting 1 week to 2 months that were continuous improvement initiatives, process improvements, and maintenance support projects  Lead mechanical engineer on multiple projects during large production outages (intense focused efforts lasting 1 – 3 weeks 24 hours a day)  Responsible for ensuring machinery changes are fully integrated with PLC controls (Programmable Logic Circuits that control production lines)  Design, fabricate, and install industry specific custom machines and machinery components  Lead the mechanical installation of a robotic palletizing cell and supporting conveyor systems  Facility subject matter expert for machinery alignment (execution, standards, record keeping)  Automation of systems to remove process variation and operator interaction  Integrated Lean and Six Sigma initiatives into projects in the plants continuous improvement environment  Trained and mentored junior engineers and engineers new to the facility  Lead rapid product configuration change of manufactured products  Local plant liaison for corporate engineering group projects

Galena, Kansas, Us

Lead a process improvement team that specialized in Root Cause Problem Elimination (RCPE). The team conducted investigations of large downtime or scrap/quality control events utilizing input from operations and maintenance personnel to discover the root cause of the events and then found solutions that took the issues and “put them to bed forever” by utilizing:  People: Operator or technician training  Process: SOP modification/creation, process development and documentation, removing “hidden factories”, anti-tampering, maintenance standard work plans, 5S, “poka yoke” (mistake proofing), other Lean methods  PLC: programing changes and automation  Component: alignment, reinforcement, upgrade, inspection, condition monitoring, lubrication, or redesign.  Sensors: install new, change of sensor type or configuration, sensor calibration  Automation: removing operator interaction and variation  Capital: $5K – $25K capital improvement projects when warranted by the data.  Replication: Implemented lessons learned from teams in sister facilities to prevent problems they discovered from ever happening in our facility and shared our lessons learned for their replication  Validation: Results tracked by statistical process control, scrap/QC data, or downtime/work order system

Galena, Kansas, Us

Capital project management in a high paced 24/7 manufacturing environment where every minute of downtime was at a premium. Scoping, capital proposal/justification, environmental health and safety compliance EH&S, purchasing, scheduling, installation crew supervision, optical alignment of key components and master assemblies, Lock Out/Tag Out Procedures (LOTO), production line start up and commissioning, updating facility drawings, operator training, maintenance condition monitoring routes and preventative maintenance setup, bills of material and structure list input (spare parts) into ERP/maintenance management system.  Directly in charge of multiple capital improvement, maintenance support, and facility support projects costing $25,000 – $1,500,000 lasting from 2 months to 3 years  Lead and executed numerous projects costing $5,000 – $25,000 lasting 1 week to 2 months that were continuous improvement initiatives, process improvements, and maintenance support projects  Lead mechanical engineer on $8,000,000 production line upgrade project  Responsible for ensuring machinery changes are fully integrated with PLC controls (Programmable Logic Circuits that control production lines)  Automation and anti-tampering of systems to remove process variation and operator interaction with process machinery  Integrated Lean and Six Sigma initiatives into projects in the plant’s continuous improvement environment  Local plant liaison for corporate engineering group projects

Galena, Kansas, Us

Directly responsible for the daily operations of a 24/7 continuous process manufacturing facility (people, processes, & equipment).  2 production line high speed production operation  Improved cold start startup efficiencies from a range of 8-48 hours to now only 2-4 hours. The plant now starts up in a predictable manner and at a time the sales department can rely upon  Lead automation efforts to reduce operator interaction with the machinery and reduce operator tasks  Incorporated Lean and Six Sigma into production methods  Reduced manning by 25% by restructuring positions  Provided capital justification processes for automation projects  Provided oversight over the maintenance department during period without maintenance manager  Responsible for raw materials refinery  Developed Anti Tampering Policy and lead anti tampering efforts to monitor operator adjustments, reduce process variation, and guide process improvement and maintenance efforts  Started up production lines after large equipment upgrades to the production lines  Lead corporate wide team to research and select automation processes and best practices for one of the most labor intensive and variation sensitive portions of TAMKO’s manufacturing processes

Galena, Kansas, Us

Lead and executed process improvement projects and initiatives utilizing the Lean Six Sigma (LSS) data driven methodologies at the TAMKO plants in Texas.  First Lean Six Sigma Project: Reduced the over application of one of TAMKO’s most expensive raw materials. Projected annual savings are just over $1,000,000.  Second Lean Six Sigma Project: Facilitated and lead a process improvement Kaizen Event to implement Single Minute Exchange of Dies (SMED) principles to a plant’s product changeover procedures. This was done to enable rapid change over of the production line from running one product to running another. This week long Kaizen Event of intense problem solving and solution implementation involved all members of the plant and achieved 80% reduction in product change over time. First time ever a LSS Black Belt had lead and facilitated a facility wide process improvement Kaizen Event at TAMKO.  Other LSS Black Belt tasks and responsibilities: o Mentor Lean Six Sigma Green Belts o Provide guidance, support, training, and mentoring for other continuous improvement efforts. o Foster, proliferate, and institutionalize the Lean Six Sigma Methodology o Attended Breakthrough Management Group’s 5 week Lean Six Sigma Black Belt training course.

Atlanta, Georgia, Us

Managed one site in Joliet, IL with a two shift custom concrete masonry unit (CMU) high speed manufacturing plant and a 3 shift custom concrete unit grinding and cutting plant as well as another custom CMU high speed manufacturing plant in Morris, IL.  Directly responsible for the safety and operations of the facilities from acquiring and testing raw materials to the quality control and testing of products and ensuring their timely delivery to both national and international sales accounts. Although a few products were manufactured for stock, the majority were manufactured for custom orders many based on customer drawings.  Raised the bar on the safety program and coached plant personnel into a safer work environment. Joliet plant received an Outstanding Achievement in Safety award from the National Concrete Masonry Association for having such a low incident rate in 2007.  Develop, plan, and execute the constant process improvement projects and initiatives regarding both machinery and procedure, including scheduling practices to reduce both planned and unplanned planned down time. This includes production line modification for the processing of new products and the selection of capitol projects.  Plants achieved an all time high profit for 2007.

Atlanta, Georgia, Us

Managed manufacturing and distribution of products for a 3 production line, multi-shift plant at a unionized facility that manufactured various types of concrete masonry units (CMU) and supplied Northeastern Ohio and numerous national accounts.  Directly responsible for the safety and operations of the facility from acquiring and testing raw materials to the quality control and testing of products and ensuring their timely delivery to both local and national sales accounts. Although some products are manufactured for stock, the majority were manufactured for custom orders.  Developed, planned, and executed the constant process improvement projects and initiatives regarding both machinery and procedure, including scheduling practices to reduce both planned and unplanned planned down time. This included production line modification for the processing of new products and the selection of capital projects. Took the facility from 45% downtime to 27%.  Raised the annual Corporate Safety Audit score from 85% to 91%.  While training at a sister facility in another state during the first 3 weeks of my employment, my plant’s Teamsters Union went on strike. I quickly returned to the plant and hired and trained operators to safely run the aging facility and equipment. In January of 2005, the plant ran 15% better than it did the year before with 2/3 the personnel, all of which were inexperienced.  Reintegrated the union when they returned to work in April 2005 and continued to operate without a signed contract. Changed the Union – Management relationship from combative to more cooperative

New Orleans, Louisiana, Us

Infantry Weapons Company

Chicago, Illinois, Us

Managed a two production line department of 5 salaried supervisors, 45 hourly employees, one process engineer, and one operator trainer in a lean manufacturing, high operational tempo plant operating 24/7 with my department finishing (coating, cutting, QC, palletizing, packaging, and warehousing) 32 million square feet of fiber cement board a month, and often shipping more than that.  Directly responsible for the safety and operations of the Finishing Department to include scheduling production runs, ensuring the availability of raw materials, and coordinating with other departments.  Lead the constant process improvement efforts of the department  Approved and aided in the development or refinement of all department training materials including the quality control testing conducted by the operators and the documentation and retraining of process changes.  Ensured the qualification of hourly employees in their current positions as well as managed and tracked their training progression to other positions in accordance with our Skill Based Training program.  Shipping and Receiving Department (a section of the finishing department) received raw materials and warehoused and shipped finished product rail and truck  Started up a new manufacturing line as I took over as department head

Chicago, Illinois, Us

Designed and worked with vendors and in-house personnel to install multiple process and plant improvement projects both capitol and operational. Promoted after 5 months to Finishing Department Manager.  Analyzed production and down time information and worked with production and maintenance personnel to improve waste, speed, and delay.  Designed and installed improvements to scrap recycling/process sludge reclamation system.  Designed and installed hoist system to increase, simplify, and make safer the daily cleaning and maintenance of the filter press system.  Designed and installed fall prevention system to allow rail cars to be safely unloaded.  Designed and installed reverse osmosis unit/system for super cleaning water for some processes saving over $300K a year.  Numerous minor or daily machinery and process modification projects.  Tracked and managed the processing and refinement of raw materials.  Process monitoring and control for coating operation.

New Orleans, Louisiana, Us

Combat Engineer Unit Commander Lead Combat Engineer Units during the invasion of Iraq in 2003.Infantry Weapons Company Commanded unit of Marines employing heavy specialized weapons systems, 2006/2007Earned the rank of Major

Washington, Dc, Us

Commanded various sized units of Marines in the Amphibious Assault Vehicle (armor) specialty

Bachelor Of Engineering - Be, Mechanical Engineering

Lean Six Sigma Black Belt Certification, Process Improvement

Project Mangement Professional (Pmp) Certification, Project Management