Makarewich Page 1 10/5/2010

MICHAEL J. MAKAREWICH

Auburn, IN. 46706

Phone (260) 927-9161
E-mail: makarewich@sbcglobal.net
SUMMARY
Education includes having a Bachelors Degree in Industrial Engineering, a Masters Degree in Management
Operations along with Lean Manufacturing and Six Sigma certification. Experienced in Plant Operations
Management, and “Lean (TPS) Implementation Management specializing in building a unified performance
based/results oriented culture of continuous improvement for manufacturing companies ranging in annual
gross sales form $28 M to $375 M. An experienced "change agent" focused on effective leadership and
management providing people the tools and culture needed to initiate change and SUSTAIN improvements
in the business system.
Recent Accomplishments
Successful recent results include increasing the manufacturing throughput and therefore sales revenue:
1. Actia Corp.125 employees – Shipping record - sales increase from $2 million to record $3 million/month.
2. Dutchmen Mfg. Middlebury Plant, 115 employees – Increased from 18 trailers built to 24 trailers
built/day
3. Dutchmen Mfg. (6) plants - 660 employees – Implemented Lean Enterprise (Tier 3) Management System.
Basic Strategy
A. Discuss Reasons why Productivity Programs do not always deliver the desired results
B) Review & train for an effective strategy for implementing a Productivity Program
C) Develop an understanding and purpose of various tools available in (LEAN, Six Sigma)
D) Develop organizational qualities needed to establish a Continuous Improvement culture
E) Develop & train steps for migrating to a Continuous Improvement Culture.
Area of Expertise
Assisting companies reduce their operating costs and increase their process capability through implementation
of Productivity and Continuous Improvement programs. I work with and guide:
1) Productivity program leaders to ensure that their program delivers quantifiable and sustainable results.
2) Process improvement specialists to increase their skills and effectiveness by working with them to resolve
difficult operational performance issues.
3) Organizational leadership team to increase their workforce engagement skills so as to drive continuous
improvement of the operations.
Kaizen projects involve - Deming (PDCA) (8D) root cause problem solving * Pokayoke (error-proofing)*
quality at the source* Metrics Management * Visual (data driven) KPI Management * Throughput/productivity
gains * Kaizen * 6-S Organization * Efficient Cell Layouts * Six Sigma * (TQM) * (ISO/QS-9000) * Quality
Function Deployment * Value Stream Management * Uninterrupted Continuous Flow * Kanban
/supermarket /point of use (POUS) Inventory Delivery Systems * A3 * (SPC) * Preventative Maintenance
(TPM), (OEE) SMED * Standard Work * Supply Chain Management * Lead Time Reduction * Gemba * Open
Communication * Employee Involvement *Employee Cross Training * Procedural Discipline.

PROFESSIONAL EXPERIENCE
February 9, 2009 to April 29, 2010 (Laid off)
Actia Corporation, Elkhart, IN - Plant Manager – Vehicle Electronics and Diagnostics
• Implement Lean Manufacturing/Business (TPS) Strategies and Methods
• Increased monthly product shipping capacity from $2 million to $3 million. (33% increase)
• P&L Responsibilities, on time delivery improvement to 98% by reduced lead time & quality at the
source
• Develop Flexible & Scalable Workforce using part time w/ fulltime operators w/ extensive cross
training.
• Run multiple kaizen events, cells merging product lines, reduce non-value added work elements, opened
up over 3800 sq. ft. of floor space for new production & increased wip & finished product flow.
• Lead ISO and PFMEA and PPAP events as well as “lean” plus A3 activities in achieving a low cost,
high quality results mfg. team focused on internal and external customer (KPI) requirements.
• Lead Total Production Maintenance (TPM) (OEE) and SMED events which lead to longer equipment
life, fewer unscheduled breakdowns and operator equipment maintenance involvement.

May 23, 2005 to October 31, 2008 (Laid–off, due to downturn in business)
Dutchmen Manufacturing, Inc., Goshen, IN. Division Lean Enterprise Manager/Plant Manager
(Manufacture of Recreational Trailers – “woodworking” - Towables)
5-S and Kaizen Project Manager - improved direct labor & material efficiency/increased throughput.
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Promoted to Plant Manager – increased plant trailer units (throughput) from 18 to 24 /shift = 33%.
P&L responsibilities, reduced overtime per plant by 20% to 40%, developed standard work methods,
quality at the source & PFMEA and PPAP.
Accountability (defects reduced/ trailer 40%), vendor quality and on time delivery improved from 10% to
40% using (8D)root cause problem solving methods, lead time reductions in processes.
Promoted to “Lean Enterprise Manager” (TPS), for all 5 manufacturing plants, Corporate Mgt. system.
Responsible for the Development of Lean Business Systems in the entire Dutchmen Mfg. system.
Lead Kaizen events in multiple Dutchmen mfg. plants: results in direct & indirect labor & material
savings on avg. of 30% thru – “point of use” inventory, motion reductions, quality at the source,
• Developed (KPI) metric visuals, manager & operator accountability, coordinate multiple projects.
• Projects I lead did reduce costs in warranty, overtime, scrap, materials, & developed an effective
management communication system thru Tier 3 management tracking process & Kaizen events.
The Tier 3 Mgmt. system and kaizen projects resulted in total savings of over $500,000 annual 2008.
• Lead Kaizen events that increased product throughput on avg. in multiple Dutchmen Plants by 20%.
• Lead Lean training events in culture/tools for lean champions, plant operators and plant management.

January 6, 2003 to May 6, 2005 (Laid–off, new VP down sized staff)

Dorel Juvenile Group, Columbus, IN. Lean Manufacturing Manager
(Plastic Injection Molding Facility) of a variety of juvenile products, (ex. Car seats play pens, etc.)
Began & lead the development of Lean Manufacturing principles within the Dorel manufacturing system.
Lead & Developed programs:
• KAIZEN leader in 6-S & Cell Layouts in multiple departments -creating open floor space of 4600 sq.
ft.
KAIZEN leader in creating an internal parts kanban system, consisting of over (200) parts.
KAIZEN leader developing in-plant mini-stock rooms w/material delivery efficiency increased thereby r
reducing fork truck usage by 12 hours/shift.
Project/Team-Leader in developing a quality assurance and visual metrics system, TPM, OEE.
Projects I have led have been successful in reducing annual material and labor costs an est. $200,000.

December 17, 2001 to December 31, 2002 (Factory Closing)

SPX Robinair, Montpelier, OH. Lean Manufacturing Coordinator
Manufacturer of Refrigerant Recovery and Recycling Units in the (HVAC-R) automotive aftermarket, etc.
Development of Lean Manufacturing systems within the Robinair manufacturing system.
• KAIZEN events-Leader in re-engineering of Kit assy. operation, point-of-use inventory (Kanban)
• KAIZEN events-Leader in re-layout - floor space & manpower reduction of Vacuum Pump Assembly.
Project leader in multiple projects including:
• Leader in (Steering Committee) meetings - Develop Lean System Facility layout strategy
• Leader of Lean Manufacturing (6S) Training sessions to assist in company (culture change).
• Implement ISO/QS 9000-(TQM) program activities by 11/02.
• On inventory reduction team. Reduced raw, wip and finished goods inventory by 28 % w/ in-house and
vendor kanbans, in-plant containment areas, improving vendor performance, reworking inventory.
Projects responsible for annual cost reduction est. of $100,000 in combined labor and material costs.

October 2000 to July 2001 (Resigned, not a good fit)

SKD AUTOMOTIVE GROUP, Jonesville, Michigan
(Tier 1- metal stamping auto body component supplier.) Operations Manager
Responsible for welding, stamping, assembly and packing operations, which has $30 million per annum in
sales. Direct reports: 2 Superintendents (1 welding, 1 stamping), 6 total supv. & workforce of 200
employees.
Increased productivity throughput 35% & reduced set up time of stamping presses by:
• Standardize stamping die repair operations working w/ Tool/die repair personnel,
• Lead Quality Department personnel to develop a quality assurance system vs. the current Q.C.

August 1998 to July 2000 (Laid–off, reduction in staff)

TP ORTHODONTICS, INC., LaPorte, Indiana; Production Manager
(Orthodontic parts/braces, plastic injection molding operation) Lead/ Implemented Lean Mfg. Principles by:
Responsible for casting, welding, stamping, soldering, injection molding, plastic and rubber mouth
piece (retainer) & assembly operations, which has about $48 million per annum in sales.
Direct reports are 6 supervisors and a workforce of 200 hourly employees.
Manufacturing operation reduced from running a (3) shift (6) day a week operation to a (4)
Day (10) hours per day workweek with Friday used only for required overtime or special projects.
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• Increased productivity 35%, improved on-time shipping performance from 85% to 95%.
• Reduced casting defects and in process scrap by 46%. (quality at the source)
• Accomplished 30% reduction in WIP inventories with implementation of Kanban systems.
• Developed cell concept in the weld/solder production area improved throughput by more than 40%.
Projects responsible for annual cost reduction est. of $100,000 costs 1st. year and $150,000 2nd. year.

October 1994 to July 1998 (Left due to Company

Relocation)
SPRAGUE DEVICES, INC., Michigan City, Indiana; Business Unit Manager (Focused Factory)
(Manufacturer of WindShield Wipers for large trucks and RV’s)
As a Senior Process Engineer:
• Project Leader: redesign the entire Michigan City production operation to consolidate two facilities.
• Performed motion / time studies: streamline manual and machine/manual combination
operations
Promoted to Business Unit Manager
• Implemented “lean” in cell layout, communication, quality “at source”, (FBU) wide kanban system.
• Lead my business unit to be 1st. in plant at ISO/QS 9000, PFMEA, PPAP certification.
Fabrication Business Unit (FBU) – Responsible for: welding, stamping, soldering, general
machining and assembly operations as the internal plant vendor for (2) plant assembly business units.
My direct reports are 4 supervisors with dotted line direct reports of the quality engineer and quality
inspectors. (FBU) Hourly work force = 75 operators.
Sprague Devices annual sales = $55 million and total employment = 200 people.

1972 - 1994
INLAND STEEL COMPANY, Integrated Steel Company, East Chicago, Indiana
Shift Foreman, Industrial Engineer, Project Engineer, and Industrial Engineer Analyst.

PROFESSIONAL SUMMARY
TECHNICAL SKILLS
• Novell Netware operating system • Microsoft Power Point
• Office 97 Pro • Microsoft Access
• Lotus Notes –R5.08, • AutoCAD 2000,
• Visio 2000 • Internet Explorer 5.5
• Microsoft Word, Excel • ERP System BAAN; also MAPICS

MANUFACTURING EXPERIENCE
• Plastic Injection Molding, • Metal Stamping
• Mig Welding & Soldering • CNC & General Machining
• General & High Volume Assembly • Receiving & Shipping & Distribution
• Electrical • Assembly Processes & Wood Working

EDUCATION
Master - Science in Management 1996 - Bachelor of Science in Industrial Engineering 1992 - Purdue
University ; Bachelor of Science in Architectural Design - University of Illinois, Chicago, Illinois – 1977.

CONTINUING EDUCATION
SEMINARS: Purdue University Lean Certification, Ivy Tech College Six Sigma Certification, cellular
layout planning, 6-S, Kaizen, 8-D Problem Solving Root Cause Analysis, ISO/QS-9000 Systems, Geometric
Dim/ Tolerance