Continuous Improvement Leader
functional areas - Operations, Quality, Engineering, Supplier Development
industries - Automotive parts, Metal and Rubber products
- High impact Leader in Manufacturing with extensive experience in competitive environments.
- Successful at turning strategies into practice with new businesses, products and processes.
- Skilled Lean Six Sigma Green Belt, effective at applying techniques for positive change.
(Black Belt certification underway).
- Committed to the bottom line while balancing customers needs, share holders interests and
team member loyalties.
- Effective at establishing long term partnerships with suppliers and customers.
- Dedicated Team player, committed to common goals.
Teamwork
- Leading engineers, chemists, and technicans with design, development and testing.
- Designing gaskets for automotive and diesel engine and transmission applications
- Developing gasket technologies and manufacturing processes
- Developing gasket testing programs, analyszing tested parts and reporting results
- Developing and implementing stage gated Product Development Process (PDP),
integrating marketing, engineering and development efforts
- Developing a methodology and system for documenting the "Bookshelf of Knowledge"
to retain engineering best practices, analytical models, patents and reports
- Redesigning the "new part release" and "change notice" processes with change
control and auto-process flow
- Training technical groups on new processes or techniques
Engineering
- Researching and writing business plans and securing investors
- Running manufacturing operations and meeting customer demands
- Satisfying share holders and meeting growth goals
- Hiring the right people
- Managing day to day operations
- Finding manufacturing space and purchasing major equipment
- Monitoring financials and adjusting efforts
- Purchasing raw materials and components
- Developing and improving supplier relations
- Writing purchasing agreements
Operations
- Developing ISO compliant Quality Systems, writing documentation and maintaining
- Establishing Kaizen Lean Six Sigma process, documenting and training others
- Leading Lean Six Sigma projects, reporting results and monitoring open actions
- Establishing Manufacturing Capabilities and Design Standards
- Establishing raw material specifications with suppliers - for use by Engineering,
Marketing and Purchasing
- Directing QA staff with daily productions assignments , APQP and FMEA
- Developing Laboratory Info Management system for materials testing data
- Implementing acquisition systems to collect measurements and generate SPC data
- Meeting Six Sigma targets through design and process improvements
- Evaluating suppliers for quality compliance and purchasing approval
- Reducing inspections based on spec compliance and SPC data
- Computerizing Standards and Procedures system for easy documentation and use
- Developing part specific quality criteria and training all cell teams
- Developing video training program for general quality criteria & processes
Quality and continuous
Improvement
Lead various Engineering groups in design, development, services, and testing. Staff sizes to 12 and budgets to $6 million. Managed many consultants and programmers.
Designed hundreds of gaskets at Fel-Pro and Flatout for automotive and diesel engines, and transmissions. These production parts made millions of dollars in sales each year.
Developed and supervised many gasket tests leading to part approval and release. Knowledgeable with many gasket design and testing techniques, testing equipment and failed part analysis.
Developed and implemented a new Product Development Process (PDP), integrating
marketing, engineering and research efforts. Developed using a large cross functional team including executive sponsors and outside consultants. Originally developed for Fel-Pro, PDP was showcased for Federal Mogul prior to the sale of the company and after the sale was adopted by Federal Mogul's world-wide Sealing Systems. Trained new users in US and Europe. PDP focused the corporation's efforts, saving wasted resources and decreasing time to market for new products.
Developed the engineering "Bookshelf of Knowledge" system and trained users. This
system held hundreds of analytical models, design standards, patents, and reports. Bookshelving product data was one of the key deliverables of the PDP. Info was made available worldwide via the corporate intranet.
Enhanced North America Sealing Systems engineering practices using various computer systems, databases, and standards and procedures. Involved 6 US sites converting to UniGraphic CAD system, Windchill data management, Bookshelf databases, and Lotus Notes via intranet. Managed a large staff and set of programmers to purchase the software and hardware, train and implement at all sites. These efforts standardized design practices, better controlled data, and simplified the maintenance of systems and networks.
Redesigned the "new item release" and "change notice" process using cross functional teams. These new processes greatly simplified the workflow making it much faster and made the status of each item visible to all.
Learned then trained engineering staff on DFMEA, PFMEA, SPC, GD&T as well as other required processes and techniques. These processes improved the products, ensuring manufacturability and satisfying the needs of OE customers.
Helped grow the Modern Silicone business by 25% by bringing on metal components used in the molding process.
Developed Flatout Group business plan as start-up company and secured investors, more than $500,000.
As Operations Director, grew Flatout Group to $1.4 million/yr in sales in 5 years then orchestrated the sales of my shares to Modern Silicone.
Grew Flatout Group output level by 5 fold over 4 years with roughly the same number of employees.
Hired and managed all key employees; engineers, operators, and adminstrative.
Acquired 2 facilities, managed the logistics of moving the manufacturing operation from one facility to another.
Specified and purchased all equipment to meet the plan - stamping, forming, welding, waterjet, and office equipment .
Wrote employee manual and developed benefits plan.
Learned specialty CNC software to help program machine operations.
Purchased raw material and components from over 200 suppliers, 20 key suppliers.
Developed long term cost reduction contracts with some key suppliers.
Monitored and responded to key metrics:
- Capacity usage - grew from 40% to 90% with an additional partial shift
- Quote time - average dropped from 3.5 days to 2.0 days
- On-time delivery - Remained over 90%
- Inventory level - finished goods remained near 0%, stayed with make-to-order strategy
- Lost time accidents - 2 days lost over this 4 year period
While at Fel-Pro Molding Div. was part of the Operations Leadership team and helped guide capital purchases, plant organizing and personnel adjustments.
Developed the Flatout Group Quality System which became ISO9001-2000 compliant in 2005. Maintained the system and followed the procedures. System included: manual, procedures, master list of records, standard documents and forms, management reviews, corrective actions, and supplier evaluations.
Continuous improvment efforts included: enhanced work instructions, preventative actions, quicker reponse to corrective actions, paperless quality documents, and improved change control.
Had various quality and continuous improvement roles at Fel-Pro.
Quality and
continuous
Managed the QA staff in the rubber division and formalized the quality assurance processes. Trained staff, implemented new testing and supplier auditing programs, implemented scrap reduction programs, and trained all cell teams on part specific quality criteria. Managed APQP, FMEA and Corrective Action activities.
Established corporate Kaizen Lean Six Sigma process. Personally lead improvement projects saving over $1million. Trained over 200 users. Common techniques: Process Mapping, 5S, waste measuring and elimination, and TAKT time.
Implemented the first Manufacturing Capabilities and Design Standards specifically to address Six Sigma compliance. The result was improved consistency of new products, greater manufacturability, and faster time to market.
Implemented the first Standards and Procedures System used company wide and shared using corporate intranet. Resulted in greater consistency and reduced errors.
Developed a Material Specification System to aid in Six Sigma implementation, used both internally and by material suppliers. Reduced product variations resulted in increased OE business opportunities. Other results included material consolidation, more consistent designs, and clearer definition of testing requirements.
Developed Reduced Inspection and Testing (RIT) process to streamline the incoming material inspections based on statistical compliance to the specifications. This saved the labor of 1.5 people.
Implemented electronic SPC data collection in each work cell throughout our division. This cut SPC collection time to 1/4 and greatly reduced errors.
Work History
Page 1 of 2
My comments about the company and positions
Divison Director - January 2009 to November 2009
Responsible for production, purchasing, logistics, component engineering, process engineering and quality.
Customers - Federal-Mogul, GM Service, Cummins, and Clevite/Mahle
Processes - metal stamping, rule die cutting, waterjet cutting, deburring,
shearing, grinding, and forming
Materials - steel, aluminum, stainless steel, adhesives, heat cured rubbers
and liquid silicone rubber
Principal Owner and Operations Director
February 2000 to December 2008
Responsible for production, purchasing, logistics, product and process engineering, continuous improvement, quality, finance, and IT.
Customers - Federal-Mogul, Pentair, Wrigley, John Deere, Summit Racing
and JEGS
Processes - metal stamping, rule die cutting, waterjet cutting, forming,
welding, deburring, shearing, and grinding. Also had an assembly
operatoin
Materials - steel, aluminum, stainless steel, and all types of gasket materials
Advanced Engineering Manager -April 1996 to February 2000
Responsible for the Engineering group process improvements including:
- World-wide implementation of a new Product Development Process (PDP)
- Use of the technology data base (Bookshelf)
- New part introduction process
- Part change process
- New CAD system integrated throughout all US sites
Modern Silicone Technologies, Inc. (MST)
A $30 million manufacturer of molded rubber gaskets serving aftermarket auto parts distributors
Flatout Group, Inc.
A $1+ million maker of racing engine gaskets with over 2500 part numbers. Contract manufacturer for hundreds of industrial parts
Federal-Mogul Inc., Sealing Systems, N. America - $7 billion multinational co., maker of OE and Aftermarket auto products
"MST was a growing company with exciting possibilities. I had a chance to add to their growth when they acquired the metals technology from Flatout. It was gratifying to transfer this knowledge to the other plants."
"Having your own business is freeing and stressful at the same time. You are very close to your customers who give on-the-spot feedback about your products. I really enjoyed the experience and learned a tremendous amount."
"The corporate world was very educational. Tremendous resources available to get the job done. I had a great time being involved with the various facilities and very large projects."
Page 2 of 2
Manager Quality Assurance, Test Lab and Tool Engineering, Rubber Division - 1993 to 1996
Responsible for day to day functions including quality training, process improvement using Kaizen/Lean methods, supplier evaluation and development, and laboratory management system.
Manager, Physical and Analytical Testing, Materials Dev Lab 1991 to 1993
Responsible for day to day activities including material testing staff and functions, management of the laboratory data system, and development and maintanence of the material specification systerm.
Manager, Engineering Services, Product Engineering
1989 to 1991
Managed the development and implementation of new engineering processes including DMFEA, Design review, manufacturing standards used for design, and analytical design methods. Training of various engineering groups was a major segment of this staff position.
Quality Engineer, 1985 to 1987
Responsible for measuring and documenting manufacturing capabilities and training key groups on their use in design in manufacturing. This lead to Six Sigma compliance. Also a key contributor to the first Quality Assurance System manual.
OE Product Engineer, 1982 to 1985 and 1987 to 1989
Managed major gasket development programs for OE automotive and heavy-duty engines, including: Ford, John Deere, Cummins/CDC, Detroit Diesel, and Caterpillar. Responsible for test plans to meet OE requirements.
Fel-Pro, Inc.
$550 million company, maker of OE and Aftermarket automotive and heavy duty gaskets, molded products and chemicals. Purchased by Federal-Mogul in 1998
"Fel-Pro was a fabulous place to work. Recognized as one of the top 10 companies to work for in the US. for a host of reasons. They stressed the importance of teamwork, education and customers. There were opportunities to learn, grow, and take on new projects"
Recommendations
Matthew Algate, Plant Manager, Modern Silicone Technologies, (727)224.0582
"Pat was a key resource to the manufacturing operation at MSi Clearwater FL. Pat was in charge of managing a division that manufactured all our metal components for rubber over-molding and supported our very demanding needs. The attention to detail and constant review of the process for continuous improvement with regards to quality and manufacturing time was a huge asset to MSi. Coupled with the wealth of business and technical knowledge Pat has, he was always a resource I could rely on for management and design concepts and ideas. Pat will be a valuable asset to any manufacturing organization."
Mark Adelizzi, Owner , Flatout Group, Inc (847)837.9200.
"I enjoyed the time that Pat and I were Partners. Together we built Flatout Group from the ground up. Pat is a detailed oriented person who can take a large project from start to finish, complete it on time and below budget. He is versed in all aspects of manufacturing, engineering and quality and is capable of leading a large organization. Pat understands the balance between profit/loss and a quality product line. He has also proven he knows how to achieve a company's ultimate goal of a high quality product line that is competitive in the marketplace and yet profitable for the shareholders. I would highly recommend him."
John Michna, former Lab Supervisor and Business Process Analyst, Fel-Pro/Federal-Mogul, retired
"I've known Pat since he was hired as an engineer for Fel-Pro. I have collaborated with Pat on many development projects, worked as peers in the Material Development and Quality Assurance fields, and work for Pat in the Advanced Engineering & Services arena. Pat has solid problem analysis skills, and uses his engineering background to develop effective solutions to everyday business situations, be they manufacturing, quality, tooling, or product development. As a manager, Pat was a joy to work for. His vision and focus lead our AE&S team to provide innovative tools and resources for engineers throughout our organization, making them more efficient and helping launch products faster."
Ron Kingen, President at CVI - Lighthouse Group (262)681.2241
"While QA Manager of the Rubber Division at Fel-Pro, Pat brought out the best efforts in everyone, challenged the organization to constantly improve and helped Fel-Pro achieve recognition from our major global customers. Pat helped me develop the Continual Value Improvement process which incorporated Six Sigma, Lean and team development that focused on improving value for the customers and the organization. Pat was eager to learn and try new approaches and helped establish a Learning center in the Molding Group so ALL personnel could improve their team and problem solving skills. Pat is a person of the highest integrity and one we could always trust and depend on even in the toughest times. As the Advanced Engineering Manager Pat improved the design and development process which enhanced customer input, reduced design cycle time and improved internal cooperation and initial production capabilities. I can truly say working with Pat was an extremely enjoyable experience."
Paul Stoeck, Manager Rubber Process/Tool Engineering, Trostel Corp. (262)249.8476
"Pat and I were peers at Fel-Pro. Pat brings together extensive knowledge, easy demeanor, professionalism, and friendship while leading others to solutions to challenging industrial situations. A born leader."
COMPUTER PROFICENCY
Highly skilled with: Microsoft Outlook, Excel, Word, PowerPoint, QuickBooks, Internet
Skilled with or have used: Oracle MRP, MS Project, MS Access, AutoCAD, MiniTab, Lotus
Notes, special CNC software
Experienced with setting up and maintaining peer-to-peer networks
EDUCATION and ACCREDITATIONS
Bradley University BS Manufacturing Engineering Technology. Graduated with honors
Beta Tau Epsilon - manufacturing honor society, president senior year
Society of Manufacturing Engineers (SME), student member
Lean Six Sigma Green Belt
Certified QS9000 internal auditor
Additional Education
Lean Six Sigma Black Belt Certification in process (ASQ cert scheduled for Oct '10)
Lean Six Sigma Green Belt training
QS9000 Internal Quality Auditor training, Northern Illinois University
Certified Quality Engineer training, ASQ (not certified)
Kaizen Training: Cummins program, FNOK program and AME multiple programs
Other training: APQP, FMEA, QFD, GD&T, DOE, ABC accounting
HOBBIES and COMMUNITY INVOLVEMENT
Golf and vintage cars
Toastmasters member
Neighborhood Association Board President
Cabrini Connections Advisory Board member, inner city mentoring (previously Board Chairman)
Donate to Cabrini Connections online
Cabrini Connections Alumni Photo
Married with 3 boys
Crystal Lake, IL
Patrick
Wilkerson
Manufacturing Leader
Operations, Quality, Engineering
Crystal Lake, Illinois
pwilkerson1_comcast.net
847.420.3227
I look forward to speaking with you!
Operations and Quality
"Continuous Improvement is my passion. What I enjoy most is leading and energizing cross functional teams, tackling tough problems, and making sustainable change"
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Linkedin profile
pwilkerson1_comcast.net 847.420.3227
