Ward C.

Wildman
1518 Children’s Home Road • Urbana, OH 43078 • (937) 869-5272 • wwildman@live.com

PROFESSIONAL PROFILE
Professional with over 25 years of diverse management experience including key leadership
roles within several functional roles and organizations, including 8 years as Plant
Manager. Demonstrated ability to communicate goals to employees and provide the
coaching and motivation to attain such goals. Possess a strong and consistent record of
significantly improved key objectives and performance measurements with a team-
oriented approach.

CORE COMPETENCIES
- Leadership Skills - Lean Manufacturing Implementation -
Financial Acumen
- Personnel Management - Process Improvement Initiatives -
Change Management
- Continuous Improvement - Organizational Development -
Communication Skills

WORK HISTORY
Rittal Corporation, Urbana, Ohio
Manufacturing Manager – Wallmount Product Line (January 2009 – April 2010)
Responsible for the fabrication and assembly of wallmount enclosure product line.
Coordination of resources to accomplish delivery schedules in an efficient manner. Lead
continuous improvement efforts to implement lean manufacturing principles and improve
quality, reduce costs and increase service performance.
• Key member of transition team that consolidated the Rittal Electromate
operations into the Urbana facility, resulting in $400K immediate savings and
reducing product costs from improved utilization and elimination of redundancies due
to operating two separate facilities.
• Improvement in productivity by 1.7% second half of 2009 compared with first
half.
• Reduction in customer complaints by 15.5 % during 2009 compared with 2008.
Rittal Electromate, Fremont, Indiana
Plant Manager (December 2000 – January 2009)
Responsible for the overall operations and performance of a sheet metal fabrication plant of
118 people specializing in industrial and electrical enclosures. Coordinate the activities of
the management staff, including; Quality Assurance, Human Resources, Engineering,
Production, Materials, and Information Systems. Responsible for financial performance of
the operations. Substantially improved virtually every key metric during tenure.
• Turned around the financial performance of the Electromate division. Prior to my
arrival in 2000 losses were $3.7 million. 2001 losses were $979K, but positive cash
flow was attained. 2004 losses were $213K despite over $500K in steel price
increases. Achieved break-even in 2006 with positive cash flows.
• Acting Human Resources Manager from 2002 – 2004.
• Improved quality statistics including reduced customer complaints, Defective Parts-
per-Million and internal defects. Customer complaints reduced by 75% from 2001
levels.
• Improved delivery from 68% On-Time in 2000 to over 99% in 2006 through 2009.
• Rittal Electromate named “Team of the Year” for 2001 for Rittal Corporation.
 • Named “Manager of the Year” for 2001 for Rittal Corporation.
Rittal Corporation, Springfield, Ohio
Plant Superintendent (3rd shift) (1998-2000)
Directly responsible for the overall performance of third shift operations consisting of over
100 associates working in Fabrication, Powdercoating, and Assembly Departments.
Supervision and overall management of associates, including an Assembly Supervisor, 2
Group Leaders, and 4 Team Leaders, in the production of industrial and electrical
enclosures. Scheduling and prioritization of work on Fabrication punching centers.
• Improvement in Fabrication output by over 30% from 3.56 to 4.77 units per man-
shift.
• Improvement in Assembly by nearly 16% from 4.04 units per man-shift to 4.68.

Rittal Corporation, Springfield, Ohio

Quality Assurance Manager (1994-1998)
Directly responsible for quality in the fabrication, powdercoating, and assembling of
product. Responsible for the administration of a Quality System certified to ISO 9001
standard. Developed and presented associate training for New Employee Orientation,
Internal Auditing, and the ISO 9001 standard. Coordinated with all departments in efforts to
continuously improve product quality and customer service. Supervised 2 Quality
Engineers, an Administrative Assistant, and 11 Inspectors. Key leader in continuous
improvement efforts of organization.
• Reduced mfg. scrap costs as a percentage of total mfg. costs by 32% (.56% in 1994
to .37% in 1995).
• Reduced total scrap as a percentage of sales by 21% (Note: total scrap includes
warehouse and regional office scrap included with manufacturing scrap).
• Reduced departmental labor expenses by 5% during a 50% sales growth.
• Coordinated and implemented new ISO registration with a new Registrar.
Sulzer Papertec Middletown, Inc., Middletown, Ohio
Quality Assurance Manager (1991-1994)
Directly responsible for quality in welding, fabrication, machining, assembling, and servicing
of paper machinery. Responsible for coordinating the implementation and administration of
a Quality System to the ISO 9001 standard leading to the certification of that system in May
of ’94 on the first accreditation attempt. Coordinated with Project Managers, Engineering,
Manufacturing Engineering and Purchasing on various quality issues and improvements.
Supervised Inspectors in a union environment. Led efforts for ASME certification of welders.
• Developed training manuals and trained over 80 employees in the ISO 9001 Quality
System Standard, including at 2 other company plant sites.
• Reduced budget 13% over 2-year period of 1991 – 1993.
• Reduction of department labor by 22% in 2-year period.
• Reduction in quality cost per Direct Labor Hour by over 27% from $2.05 to $1.48.
• Plant reduction of Rejection costs by 37% from 1991 – 1993.
Green Industries Corp., Sharonville, Ohio
Department Manager (1988-1991)
Responsible for the sales and performance of 4 plating and metal finishing departments
producing $2.2 million in annual sales. Involved in all aspects of plant operations including;
hiring of personnel, production scheduling, inventory control, customer communications,
purchasing, production supervision, and policy formulation and deployment. Responsible
for the purchase of over $400,000 of materials and supplies per year.
• First outside vendor to GE Aircraft Engines to be involved in PIT Team Training
resulting in project that saved GE $400K per year. Team recognized by group Vice
President for outstanding accomplishment.
Premark International (PMI), Commercial Food Equipment, Troy, Ohio
Quality Control Supervisor (1986-1988)
Responsible for quality in a variety of machining, fabrication, finishing, and assembly
departments. Supervised Inspectors. Dispositions and corrective action of rejected
materials. Follow-up of tool/fixture changes, gauge changes, check plan revisions, and
product changes. Correction of product defects. Product Quality Audits.

EDUCATION HISTORY
Capital University Law School, Columbus, Ohio - Juris Doctor Candidate (Expected May
2011). GPA of 3.4.
Xavier University, Cincinnati, Ohio - MBA in Business Administration (Dec. 1990). GPA of
3.4.
Ohio Northern University, Ada, Ohio - Bachelor of Science in Business Management (May
1983). GPA of 3.3.

TRAINING
Champion Six Sigma Training – Tri-State Plastics Institute (2005) – 2-day Seminar.
Process Improvement Team Training (PIT) – GE Aircraft Engines (1990) – Predecessor
to Six Sigma Program.
“Train-the-Trainer” SPC & Quality Improvement Training – GE Major Appliance
Business Group (1985).