Douglas Meinhardt

Experience

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  PPG

  Apr 1976 - May 1985

  Managed customer services and sales administrative support in the region. • Achieved better compliance with customer specifications and resolved distribution or product quality problems by coordinating sales office, traffic, distribution and production efforts.• Supervised customer service representatives and sales office staff. Responsible for commodity chemical sales to assigned accounts and prospects.• Increased sales from $1MM to $4MM in three years. • Built effective business relationships with major pulp and paper producers, industrial chemical consumers and distributors in parts of North Carolina, South Carolina and Tennessee. Supported sales of chlorine and caustic soda nation wide by providing technical expertise.• Enhanced marketing effort by using chemical engineering skills and process engineering skills to consult with customers on bulk handling system design and conduct product safe-handling seminars. Chlorine production operations management and process engineering.• Developed and implemented formalized operator training and testing programs. • Maintained effluent losses below permit limits while supervising operation of a pollution control system.• Chemical engineering • Process engineering• Developed operations management expertise as a relief shift supervisor

  • Supervisor of Customer Service

    Dec 1984 - May 1985

  • Account Representative

    Dec 1981 - Dec 1984

  • Technical Service Engineer

    Aug 1978 - Dec 1981

  • Chemical Engineer

    Apr 1976 - Jul 1978
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  Calgon Corporation

  May 1985 - May 1989

  Sales Representative

  Responsible for sales and service to paper mills in central Wisconsin.• Created biological control programs for a paper mill expansion using chemical engineering skills outselling competitors to close the business. Increased sales 33% percent in three years to $400,000 per year.• Monitored productivity and quality of pulp mill, stock prep and wet end operations at various mills to provide solutions for deposit, retention or biological problems using chemical engineering skills.

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  Consolidated Papers, Inc. Kraft Division

  May 1989 - Jul 1994

  Supervised operation of quality control laboratories and 13 hourly testers. Operations management responsibility for operators, maintenance, production supervision, technical, and management personnel to ensure consistent levels of quality in an 1,100 TPD mill. Served as team leader and statistician on Juran Quality Improvement teams.Achievements:◙ Analyzed and assessed status of key operating conditions in an 1,100 TPD pulp mill to prepare status report for management. Understanding status of key pulp mill productivity, quality, and environmental parameters before the daily production meeting was a challenge. Using chemical engineering skills, reviewed hourly logs sheets for pulp mill processes including front line supervision notes and interviewed key operating or maintenance personnel before the meeting. Established historical database of key process quality parameters. Highlighted data before Production Meetings, identifying issues, possible causes, and status of corrective action efforts. One-page summary precluded managers wasting hours investigating causes or following up. RESULT: Managers able to focus on resources to preclude or resolve problems that could cost up to $15,000/hr.◙ Solved a product quality problem by developing pipeline pulp quality standards for producing mill and internal customer. Without receiving notification that off-spec pulp was being supplied, the customer mill produced off-spec product and blamed the supplier mill for the problem. Led a team effort to enhance internal customer and supplier cooperation, understand customer mill raw material requirements, develop product quality standards given pulp mill process capabilities, and establish control charting procedures. RESULT: Production off-spec product with associated losses of $15,000/hour could be prevented with the control chart program. Significantly reduced process engineering and quality control “fire fighting” time. Show less Responsible for operations management, maintenance, environmental performance, quality, and process control as a relief Pulp Mill Manager and Shift Superintendent. Maintained quality database, identified quality and productivity problems, and implemented appropriate corrective action.Achievements:◙ Solved a quality control problem resulting from random incidences of plastic contamination in a Kraft pulping process. Costly fiber losses resulted from high volume system purges used to correct plastic contamination outbreaks. The source of plastic contamination had not been identified and a less costly more effective method for removal was needed. Conducted a thorough process engineering study collecting samples and evaluate all potential sources of plastic contamination. Drawing on knowledge of pulping process, internal, and vendor expertise, identified the key sources of plastic contamination and developed a plastic purging process located in the brown stock screening system. RESULT: Improved paper quality and reduced lost fiber costs by $380,000 - $840,000 per year. Show less

  • Quality Control Supervisor

    May 1990 - Jul 1994

  • Senior Process Engineer

    May 1989 - May 1990
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  Central Wisconsin Engineers and Architects, Inc.

  Jul 1994 - Oct 2002

  Vice President of Environmental Engineering

  Responsible for business development, remediation project management, and profitability of over 80 projects with revenues of $1 million per year. Operations management responsibility for 10 -15 scientists, engineers and technicians.Achievements:◙ Solved a problem of the environmental consulting engineering firm not collecting $250,000 of engineering fees due to errors. Broke down the issues associated with the denied fees, and identified key regulators who could be instrumental in resolving the issue. Developed a favorable interpretation of the applicable administrative rules and negotiated with state attorneys. RESULT: Enhanced the engineering firm’s business relationship with regulatory representatives and reduced the potential loss from $250,000 to $10,000. ◙ Managed the upgrading of contracts and project management procedures. Project budgets and schedules were exceeded, engineering service fees were lost. Several client disputes narrowly avoided becoming errors and omissions claims. Established discipline for Project Managers and clients to document the detailed project scope, budget, and schedule before starting work. RESULT: Reduced invoice write offs from $25,000 to $5,000 per year with improved project management. Improved client relations and satisfaction.◙ Initiated the use of a behavioral assessment tool to improve hiring process, employee retention, and performance. Convinced the owner to bring in a management consultant and their Predictive Index (PI) tool. Became the internal PI expert using it to with all recruiting, candidate screening, interviewing, and salary negotiations for the firm. Enhanced performance management of direct reports. RESULT: Increased tenure in clerical positions from 6 months to 2 years. Brought in new architectural business by hiring an architect that stayed with the firm. Increased environmental team effectiveness through better allocation of motivated skills and improved communications. Show less

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  Kolbe Windows & Doors

  Mar 2003 - Nov 2009

  Managed access to, updating and accuracy of 40,000 product specification drawings, new product development documentation, Autodesk Inventor 3D modeling, and AutoCAD 2D drafting staff of 7.Achievements:◙ Developed InfoPath form and SharePoint site for processing of all product change requests for specification or design changes. Incorporating a vertical value stream approach, captured and enhanced standard work for processing new product change requests for New Product Development Committee in an InfoPath form. Made information from the InfoPath form available in a SharePoint list site. RESULT: Enabled management to focus on projects with greatest return, and released new product features 1 - 2 months sooner. Increased competitive advantage and customer satisfaction.◙ Led a team of drafters and department managers to develop a process improvement strategy for the creation and publication of specification drawings. Led this process improvement activity to a successful conclusion using knowledge of the vertical value stream new product development process, department functions, and SharePoint software. Captured and converted the team member discussions into the current state and future state value streams. Defined the improvement strategy including rapid process improvement events, projects, and do its required to implement the future state. RESULT: The improvement strategy is expected to improve internal customer satisfaction and reduce labor costs by up to $50,000 per year.◙ Communicated concept and procedures for creating, using, and maintaining a new electronic specification SharePoint library site. Drafting and clerk labor required to maintain electronic folders with hundreds of drawings was excessive. RESULT: Reduced rework and quality problems due to use of outdated copies of specifications in manufacturing. Reduced drafting and clerk labor costs by $27,000 per year. Show less Managed cross functional teams responsible for implementation of four new window products and eleven major product changes.Achievements:◙ Led several new product development projects to reduce quality and delay issues, firefighting mentality and internal bickering. New product releases were fraught with delays, disruption of production, quality problems, and frustration. Led new product implementation teams from development of high level scope through completion of final task list. Implementation project scopes incorporated 800+ project tasks such as prototype testing, purchasing assignments, product certification, development of new marketing materials, writing and training to new standard work, changes in manufacturing tooling and equipment, pilot runs, creating/revising specification drawings, updating ERP programming, and managing inventories. Maintained accountability to assure timely completion without rework. RESULT: Generated up to $8 million additional revenue by bringing higher quality new products to market up to 6 months sooner. ◙ Organized interdepartmental meeting to address product specification changes, quality problems, customer service complaints, and R&D projects status. Monthly staff meetings were inefficient because problems were not defined, required data was unavailable, assignments were not completed, and task responsibilities were unclear. Structured meeting to document assignments, due dates, and responsibility. Obtained most recent status of key agenda items before meetings. Assured tasks were completed on time. Provided MS Project, SharePoint, MS Office, AutoCAD and other tools to access drawings, e-mails, and internet data references to resolve questions and build consensus. Implemented specification changes and R&D projects up to 2-4 weeks earlier. RESULT: Increased customer satisfaction by resolving quality problems and complaints faster with potential annual savings of $40,000. Show less Oversaw start up of a major Continuous Improvement effort.Achievements:◙ Managed start up of an internationally recognized Lean transformation. Company was experiencing lead times of 6 to 10 weeks when market wanted 4-week lead times and average overtime of 10 hours per week for 1,500 shop employees. Facilitated discussions between top management and a consultant to establish corporate goals for quality, productivity, lead time, and inventory turns while summarizing and presenting available data. With limited “buy in” and general confusion prevailing at this stage, scheduled and coached first Kaizen team events involving whole department revisions. As internal Lean consultant, taught Lean tools to first 32 Kaizen teams. Wrote standard work for event procedure. RESULT: Increased inventory turns 20% in the first year. Reduced total costs by $52 million per year after five years of Lean.◙ Developed a concept for implementation of the R&D contribution to strategic corporate Lean policy deployment goals. Crossed job boundaries to guide R&D leadership through the process of identifying department projects and functions that would support corporate strategic goals. Enhanced the documentation of policy deployment projects using the A3 form. RESULT: Enhanced R&D’s image and increased its contribution to corporate strategic policy deployment goals including projects with cost savings of up to $50,000.◙ Initiated the use of an alternative method for precision fabrication of aluminum extrusions. The traditional approach was to purchase a new $250,000 fabrication machine. As the Kaizen team leader, guided the team in the use of the 3P Lean tool to design a new process for fabrication of aluminum extrusions. Modified existing machines at a cost of $15,000 instead of buying the new machine. RESULT: Reduced new product release costs by $250,000. Generated about $3 million additional revenue by bringing new product on line 2 months sooner. Show less Managed ramp up of a $20 million/yr new double hung window product. Guided the organization through the selection of a new paint vendor ($2.3 million/yr.) and managed the conversion of the process to the new technology.Achievements:◙ Initiated and guided organization through selection of new vendor, equipment, and paint technology for a high performance solvent-based exterior paint process. Several vendors had promoted “green” water-based paint systems, but no summary of operational, customer, and cost impacts for each option was available for management decision-making. Initiated discussions with internal and external stakeholders to determine performance and cost considerations. Summarized and led stakeholder evaluations of the environmental, process, equipment, paint performance, and cost considerations. Guided Lean vendor selection process, implemented selected option, and directed entire changeover process. Provided management with comprehensive summary of implications associated with each option. RESULT: Completed implementation on time. Cut material/operating costs by $700,000 per year with new “green” alternative. ◙ Initiated evaluation of wood preservative formulations and processes to reduce costs and improve performance. Competitors offered products with longer warranties and better performance. A thorough study of the latest technologies and the implications of converting current operations to one of those technologies was needed. Using chemical engineering skills, the impact of each alternative on costs, customers, and operations, and a recommendation to initiate feasibility studies were analyzed and summarized in a PowerPoint presentation for top management. RESULT: Projected a reduction of $250,000 per year in chemical and $50,000 per year in operating costs plus improved product and environmental performance enhancing company’s “green” image. Initiated feasibility studies. Show less

  • Product Data Manager

    Apr 2008 - Nov 2009

  • Project Implementation Manager

    Aug 2005 - Apr 2008

  • Process Improvement Manager

    Apr 2004 - Aug 2005

  • Project Engineer

    Mar 2003 - Apr 2004
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  AkzoNobel

  Jan 2011 - Apr 2013

  ◙ Led a production management team from six diverse plants to standardize in-plant visual KPI or production control boards for paint manufacturing and filling lines. RESULT: Engaged operators and implemented a solid strategy for process improvement with the potential to increase network production revenue $100,000 per day. ◙ Established a network break though (Kaizen) event procedure incorporating an A3 format (Six Sigma DMAIC approach) that was used to drive process improvements. RESULT: A process improvement strategy with a standard methodology for Kaizen events that could produce savings of up to $250,000 per year and drive an improvement in safety performance. ◙ Led a network process improvement effort to map a procurement system administrative process, identify the wastes, eliminate rework, and reduce flow time. RESULT: With metrics and a process map, the error rate decreased dramatically reducing the potential for plant downtime that could cost $$30,000 per hour in lost production. ◙ Managed the upgrade of Informance downtime tracking software and hardware for network plant filling lines. RESULT: Installation of new hardware and software was completed after a multi-year delay allowing the plants to drive process improvement efforts that could increase overall equipment effectiveness by 5% per year. ◙ Managed the establishment of a standard visual operations-level metric board for six paint manufacturing plants in the US and Canada. RESULT: Created accountability for performance and clear responsibility for corrective action with the potential to increase network production revenues $100,000 per day. ◙ Led a break through (Kaizen) event to decrease paint filling line changeover time, develop a standard procedure, and reduce yield losses. RESULT: Reduced yield loss generating a $200,000/year saving and reduced changeover time resulted in increased production with a potential value of approximately $284,000 per year. Show less ◙ Facilitated the development of a site process improvement strategy after conducting an internal audit against lean criteria. With the audit results and an impact/difficulty matrix for process improvement projects, site performance measures and improvement goals were established.◙ Improved shipping dock performance by engaging operators and supervisors in developing a process improvement strategy while leading a standing process improvement team. Decreased loss of product due to improper bracing. Reduced rework by enhancing interdepartmental communications and establishing standard work. ◙ Prevented costly redesign, prevented ergonomic issues, and minimized potential for injuries by leading meetings at Gemba with operators, production supervision, and engineering to review/confirm a mockup of a new filling line equipment layout.◙ Identified the root causes of a packaging problem that had required 100% inspection of shipped product. Facilitated development of corrective action by conducting a packaging supplier audit and revising internal handling procedures.◙ Solved a problem with metering of a high density aqueous slurry. Led a team of engineers, quality, and production managers to map the complex process and identify potential causes using an Ishikawa diagram, FMEA analysis, and extensive data analysis. RESULT: Corrected several interrelated root causes decreasing the error rate from 40% to less than 10% eliminating delays that could result in production losses of $200,000 per day. Set up an audit program to correct root causes before future failures occurred. ◙ Corrected a problem with failed packaging on a paint filling line. Corrugated tray joints were failing at the rate of 10%, resulting in customer complaints. RESULT: Eliminated short-term loss of $70,000 per day product in defective packaging and customer complaints. Proposed a documented long-term program for maintaining packaging line performance. Show less

  • Operations Excellence Improvement Project Manager

    Sept 2011 - Apr 2013

  • Operations Excellence Manager

    Jan 2011 - Sept 2011
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  Jarden Home Brands

  Sept 2013 - Jul 2015

  Process Engineer

  ◙ Managed a $550,000 capital project successfully. No documented capital project management procedures or established contract forms existed for a project of this magnitude. Specified the needed process modifications including tanks, pumps, piping, and a flow control system. Developed a network to find an engineering firm in an area where there were no existing relationships. Managed the engineering, mechanical, electrical, and controls contractors. Drove the project forward keeping stakeholders informed and tasks on schedule. RESULT: Completed project to generate a full return on investment in less than one year.◙ Managed a capital project to replace a failing proprietary process control system with obsolete components. Control system breakdowns had produced off-spec intermediate product batches resulting in costly rework and additional labor. A complete failure of the system resulting in loss of production was a very real possibility. Wrote the project charter, secured funding, selected Honeywell control system hardware. RESULT: Without disrupting production, an expandable new control system with industry standard components was installed on time and under budget eliminating the potential production losses of $100,000 per day.◙ Led a raw material quality improvement effort to eliminate rework and maintain final product quality within cost constraints. 15% of batches were failing to meet product quality requirements and had to be reworked increasing labor and raw material costs. Led a multidiscipline team including the raw material supplier using an A3 structured problem solving approach to identify root causes. Corrected raw material sampling, testing, and reporting procedures. Develop control charts to define out of control raw material conditions. RESULT: Eliminated product failures that required the rework of $100,000 of product per day. Show less

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  Barry-Wehmiller Design Group

  Jul 2015 - now

  Senior Project Engineer