William Eberle Email & Phone Number

United States

Available for temporary contract work in the Manufacturing field. Many years experience in improving organization ROI, safety, production, quality and employee retention.

Muscle Shoals, Alabama

North American Lighting (NAL), a member of the Japan-based Koito family of companies, is a leading manufacturer of automotive lighting products, manufacturing forward and rear lighting with the newest concepts and leading technology in road safety. Plant operates a 24/5 day work schedule and employs 1300+ associates.Responsible for coordinating the work flow in the plant processing departments in a safe and orderly environment. Working closely with the Assembly Superintendent, review/adjust schedules for all molding, metalizing and coating processes as required to ensure that our component inventory is accurately maintained with quality components, in order to reduce downtime for the Assembly operations.

Muscle Shoals, Ala.

Production Manager, responsible for the manufacture of custom mixed rubber compounds, the compression molding of envelopes, unitubes/curing tubes and the assembly of same utilized in the light, medium and heavy-duty truck tire retreading industry. Plant operates a 24 hour/5 day work schedule and employs a total of 128 non union employees. Accomplishments: Stabilized the workforce. Molding department turnover was running at 32%.Increased production in the extrusion and molding departments by 9%.Reduced scrap by 4.8% and reduced rework by 4.1%.Facilitator for John Maxwell “Winning with People” program.

Provide supervision in the areas of quality, production, shipping and maintenance to 40 employees manufacturing equipment used in the mining and agricultural industry. Plant runs a 24 hour/5 day schedule and employees a total of 98 union employees.Accomplishments:Worked with management to reorganize plant work cell structure, utilizing lean and one-piece flow technology.Implemented workplace standardization (Toyota TPM format).

Tasked with implementing into production a newly designed refueling system sold to the U S Marine Corps. This product consists of a collapsible rubber bladder system that replaces steel containers. During this implementation my team established quality criteria and wrote SOPs, selected primary and secondary vendors, determined benefits for the new labor force to be hired and trained. Accomplishments:Established department budget for 2009Utilized Lean Manufacturing techniques to improve production floor layoutRaised production from 1 shift to a 3 shift operationKaizen techniques to improve scrap percentages, reduced scrap from 21% (launch) to 6% Realized a cost savings of over $300,000 by working with vendors.

Assumed role as plant manager in July, 2006. Managed 24 direct and 250 indirect employees in a non-union facility manufacturing rubber extruded components, which were either injection or compression molded, converted into assembled products or sold outright to the customer. Worked with team to launch 3 new programs (General Motors and Chrysler) into the facility. Restructured labor force to meet budget goals, re-implemented and enforced safety, production and quality programs inline with corporate guidelines. Worked with State of Virginia to improve plant environmental status. Accomplishments:Successfully launched 3 new programs (Chrysler, GM) into facility, maintaining same employee baseImproved plant profitability by 31% (2006-vs.-2007)Reduced plant scrap by 14.3% over same period (percent of sales)Lowered pollution emissions to corporate goalsCost Savings team leader; savings of $1.8M in 2007Successfully corrected violations from OSHA plant inspection

Assumed responsibility for the Georgia facility. Managed 9 direct and 51 indirect employees in a non-union facility. Responsible for budget and operating costs, capital improvements, production, quality, maintenance and shipping. The facility extrudes PVC, ABS and Sewer pipe, supplying the southeastern section of the country. The facility operates on a 24-hour, 7-day schedule. Accomplishments:Unified the staff and stabilized the workforceIncrease daily production from 150,000 pounds per day to 260,000 pounds per dayReduced production scrap rates from 38% to 5% dailyDecrease cost per pound from 7.9 cents to 6.4 cents and brought plant into a profitable operationInstituted Lean Manufacturing conceptsWorked with OSHA to resolve discrepancies, re-implemented BristolPipe Safety Program

Middlefield, Oh

Managed 8 direct and 136 indirect employees in a union facility. Responsible for the mixing, extruding, injection and compression molding, coating and finishing of rubber and plastic products manufactured for Ford, General Motors and Delphi Electric (Warren, Ohio).