MICHAEL J.

MAKAREWICH
2114 Palace Court
Auburn, IN. 46706
Phone (260) 927-9161
E-mail: makarewich@sbcglobal.net
OBJECTIVE
A Production / Plant Management or Lean Business position where I can provide di
rection and leadership towards the accomplishment of developing efficient “on-time†deli
very of quality products and services systems - with a customer focused, team or
iented company committed to “Lean†(TPS) Toyota Production System and value stream - Kai
zen driven continuous improvement. My career record is about developing and exec
uting effective strategies to drive dramatic cost reductions, quality improvemen
ts, productivity gains and the tenacity to enact culture change. I have been dir
ectly responsible for improving the profitability and competitiveness of my form
er employers.
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 Strategies and Methods
• Increased monthly product shipping capacity from $2 million to $3 million.
• P & L Responsibilities, on time delivery improvement, reduced lead time, quality
at the source.
• Develop Flexible and Scalable Workforce using Critical to Quality + Success (CTQ
+S) elements.
• Run multiple kaizen events, development of new product lines, reduce non-value a
dded events
• Lead ISO and “lean†plus A3 activities in achieving a low cost, high quality resu
. team focused on internal and external customer requirements.
• Lead Total Production Maintenance (TPM) and SMED events which lead to longer equ
ipment life, fewer unscheduled breakdowns and operator equipment maintenance inv
olvement.
May 23, 2005 to October 31, 2008 (Laid–off, due to downturn in business)
Dutchmen Manufacturing, Inc., Goshen, IN. Lean Enterprise Manager/Plant Manager
(Manufacture of Recreational Trailers – Towables)
• 5-S and Kaizen Project Manager - improved direct labor & material efficiency/inc
reased throughput.
• Promoted to Plant Manager – increased plant trailer units (throughput) from 18 to 2
/shift = 33%.
• P&L responsibilities, reduced overtime 30%, developed standard work, quality at
the source.
• Accountability (defects reduced/ trailer 40%), vendor quality improved 50% (8D),
lead time reduction
• Promoted to “Lean Enterprise Manager†– for all 5 manufacturing plants & Corpor
em.
• 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 & indirec
t labor & material
savings on avg. of 30% thru – “point of use†inventory, motion reductions, quali
the source,
• Developed metric visuals, manager & operator accountability, coordinate multiple
projects..
• Projects I lead did reduce costs in warranty, overtime, scrap, materials, & deve
loped an effective management communication system thru Tier 3 management tracki
ng 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 Dutchme
n Plants by 20%.
• Lead Lean training events in culture/tools for lean champions, plant operators a
nd 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 m
anufacturing system.
Lead & Developed programs:
KAIZEN events-in 6-S (Cell Layouts) - multiple departments. (floor space reducti
on over 20%.
• KAIZEN events-Leader in creating an internal parts kanban system, consisting of
over (200) parts.
• Project/Team-Leader in developing mini-stock rooms in-plant material delivery in
creased 50%+.
• Project/Team-Leader in developing a quality assurance and visual metrics system.
Production & quality improvements of 15% to 30%, accomplished.
Projects I have led have been successful in reducing annual material and labor c
osts 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) automot
ive aftermarket, etc.
Development of Lean Manufacturing systems within the Robinair manufacturing syst
em.
• KAIZEN events-Leader in re-engineering of Kit assy. operation, point-of-use inve
ntory (Kanban)
• KAIZEN events-Leader in re-layout - floor space & manpower reduction of Vacuum P
ump Assembly.
Project leader in multiple projects including:
• Leader in (Steering Committee) meetings - Develop Lean System Facility layout st
rategy
• Leader of Lean Manufacturing (6S) Training sessions to assist in company (cultur
e change).
Core Team Member to:
• Implement ISO/QS 9000-(TQM) program activities by 11/02.
• On inventory reduction team. Reduced raw, wip and finished goods inventory by 10
% to 30 % w/ in-house and vendor kanbans, vendor consignment, in-plant containme
nt areas, improving minimum buy procedure checks and balances, reworking or reus
ing excess inventory.
Projects responsible for annual cost reduction est. of $100,000 in combined labo
r 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 of this facil
ity, which has $30 million per annum in sales. Direct reports are 2 Superintende
nts (1 in welding, 1 in stamping) plus 6 total supervisors and a workforce of 20
0 hourly employees. Increased productivity 35% & reduce set up time in 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)
• Responsible for casting, welding, stamping, soldering, injection molding, plasti
c and rubber mouth
piece (retainer) and assembly operations of this facility, which has abou
t $48 million per annum in
sales.
• Direct reports are 6 supervisors and a workforce of 200 hourly employees.
• The manufacturing operation was reduced from running a (3) shift (6) day a week
operation to a (4)
day (10) hours per day workweek with Friday used for required overtime.
Lead & Implemented "Lean Manufacturing Principles" by:
• Increased productivity 35%, improved on-time shipping performance from 85% to 95
+% through participative Tier 3 management system, implementing kaizen project t
eams and projects.
• Reduced 50% of casting and in process scrap by utilizing cross-functional Qualit
y Improvement Teams and formal problem root cause problem solving process. (qual
ity at the source)
• Accomplished 30% reduction in WIP inventories with implementation of Kanban syst
ems.
• 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 1s
t. 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 (Fo
cused Factory)
(Manufacturer of WindShield Wipers for large trucks and RV’s)
• Fabrication Business Unit (FBU) – I was responsible for: welding, stamping, solderi
g, 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 quali
ty engineer and quality
inspectors. (FBU) Hourly work force = 75 operators.
• Sprague Devices annual sales = $55 million and total employment = 200 people.
As a Senior Process Engineer:
• Project Leader: redesign the entire Michigan City production operation to consol
idate two facilities.
• Performed motion / time studies: streamline manual and machine/manual combinatio
n operations
Promoted to Business Unit Manager
• Implemented “lean†in cell layout, communication, quality “at source†, (FBU)
• Lead my business unit to be 1st. in plant at ISO/QS 9000 implementation and cert
ification
1972 - 1994
INLAND STEEL COMPANY, Integrated Steel Company, East Chicago, Indiana
Shift Foreman, Industrial Engineer, Project Engineer, and Industrial Eng
ineer 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
OPERATION SYSTEMS
• Lean Mfg. (TPS) Toyota Production System • KAIZEN (continuous improvemen
events;
• JIT (Just in Time) and Kanban • 6S TPM (Total Productive Maintenance)
• High perform. Self-directed work teams • Single Minute Exchange of Die (SMED)
• Poka-Yoke (error-proofing) • Deming (PDCA) - 8D Problem Solving
• (TQM), quality assurance- (ISO/QS-9000) • Process Mapping – Value Added
MANUFACTURING EXPERIENCE
• Plastic Injection Molding, • Metal Stamping
• Welding • CNC & General Machining
• General & High Volume Assembly • Distribution
EDUCATION
Master of Science in Management
Bachelor of Science in Industrial Engineering
Purdue University, Hammond, Indiana
Bachelor of Science in Architectural Design
University of Illinois, Chicago, Illinois

CONTINUING EDUCATION
SEMINARS: Purdue University Lean Certification, Plant facilities planning, cell
ular layout planning, 5-S, Kaizen, ETS, 8 D Problem Solving, Root Cause Analysis
, ISO/QS 9000 Systems and Audit, Finance, State and Federal Tax Law, Geometric D
imensioning and Tolerance

REFERENCES
I will furnish all references from multiple companies - upon request