ROMAN W.

POETZEL
1220 Prairie Avenue, Downers Grove, Illinois 60515
630-963-1224 a rp7dcb68@westpost.net

OPERATIONS & PROJECT MANAGEMENT

Industrial Equipment
Results driven expertise in project management and operations management. Succe
ss encompasses new product development projects, turn-around situations and star
tup of manufacturing operations. A Project Manager with the keen ability to im
plement manufacturing process improvements, develop new products and open new do
mestic and international markets. An Operations Manager with proven ability to
achieve accelerated revenue growth for
mid-sized organizations and Fortune 500 companies.
Project Management: Concept to Delivery Profit Optimization
Global Product Management Start-up / Turn-Around/Restructuring
International Manufacturing Operations Mergers / Acquisitions Implementation
Business Development: Markets/Products Procurement / Supply Chain Logistics
Strategic Operations Planning Marketing / Multi-Channel Sales
MBA in Business Management, University of Wisconsin
BBA in Industrial Management & BSME in Mechanical Engineering, Marquette Univers
ity

HOLLAND COMPANY LP - HED Group, Crete, Illinois 1998 to 2009

Holland Company is the acknowledged leader in the Railroad worldwide market for
electric Flash Butt Rail Welding Systems and Track Testing vehicles. The Holland
HED Group provided manufacturing, maintenance and repair services for various i
nternal Holland Contract Services Divisions and Equipment to worldwide customers
.
Project Management a" Equipment and Production Scheduling
Reporting to the General Manager, HED Equipment Division - was responsible for m
anaging major equipment projects, new product development, and production schedu
ling and equipment delivery.
Project Management:
a Managed (Green Field) Rail Welding Plant erection and start-up - Eastleigh, UK
.
$10 million Holland US manufactured rail handling equipment.
Directed logistics of equipment to the UK.
Directed mechanical installation, computer controls integration and start-up.
a Directed innovative (Green Field) $50 million project for the reclaiming of us
ed railroad rail.
Included; Grading of incoming used rail, Radiographic Inspection; Metallurgy an
alysis; Defect cut-out, flash-butt rail welding segments to length, then Heat Tr
eating to specification in a continuous operation.
a Coordinated batch manufacturing of up to 25 Holland Mobile Welders in a produc
tion run with associated Rail Flash Butt Welders and Closure Rail Pullers ($12.5
million at cost).
Projects delivered on-time and within cost projection (+/- 4%).
a Increased / accelerated manufacturing processes of 72T Flash Butt Welder assem
blies from 5 welder unit annual capacity to annual unit capacity of 50 Welders.
No increase in part cost or additional asset investment by Holland Company.
a Expedited purchased materials and assemblies to meet an accelerated 120 day Cu
stomer Requested Change Order Delivery on 10 welding trucks after project and ma
nufacturing schedules were released
Project actual delivery timeline reduced by 188 days.
 Achieved thru coordinated JIT a" Lean Manufacturing scheduling of all primary s
uppliers and their secondary suppliers with minimum project cost impact achievin
g revised customer on-time delivery request.
a Administered/managed as many as 30 projects at a time, concurrently, ($3 milli
on) encompassing Engineering, Purchasing, Supply Chain, Manufacturing, start-up,
delivery oversight and cost containment.
a Financially audited every project with respect to purchasing costs, labor cost
s and profitability.

Production Scheduling:
a Conceived and initiated implementation of a Master Scheduling Methodology for
all projects, Repair and Maintenance Work Orders and Inventory Replacement Shop
Orders from the MRP financial based reporting (IFS) software.
Improved Capacity Management Scheduling identified areas of inefficiency in pro
duction scheduling;
in labor asset distribution (labor hours) 15%; identified opportunities for imp
lementation of Lean Manufacturing practices (WIP) 8%; illustrated interdepartme
ntal timeline dependencies and need for JIT Coordinated Flow of Purchased Materi
al and Services (Labor Efficiency) 10% .
Initial results, in regards to on-time deliveries: 2008 - less than 50%; improv
ements in 2009 YTD over 95%.
a Developed aPartner Vendora Supply Chain relationships with major volume suppli
ers, in conjunction with the Purchasing Group, to coordinate business objects an
d activities including forward scheduling of production requirements(Forward Pla
nning contributed to improved profitability for all vendor Partners).
Reduction in Holland administrative purchasing and labor overtime costs achieve
d exceeded 5%.
a Project Control and Cost at Completion Forecasts - Created and maintained a we
ekly project accumulative cost expenditure report (by Project) to determine if p
rojects were on target to meet delivery commitments and cost projections. Foreca
sts presented decision basis for corrective action(s) implementation.
Additional Activities:
a Initiated the redesign of truck mounted crane and transportation platform for
an existing growing firm (consumer storage household market) with manufacturing
potential of delivery of up to 100 trucks per year generating significant increm
ental potential volume for the HED Holland Group.
a Implementation of CMM inspection procedures on critical large alloy steel weld
ments to assess Holland interplant manufacturing processes and external supplier
intricate machining procedures calling for tight tolerances.
Initial CMM piece surveys would find 50 to 75 tolerance discrepancies and neede
d rework requirements.
After program was in effect around 120 days, tolerance and non-conformances wer
e greatly reduced and several weldments were found with 0 deviations.
Program reduced labor assembly costs by 5%, reduced assembly line rework costs
by 20% and accelerated delivery/turnover times by up to 14 days.
a Spearheaded Value Analysis Feasibility Investigation of replacing multi-grade
alloy steel weldments(s) with composite steel castings resulting in savings (bas
ed on volume) of 20% to 50% of current weldment production costs.
SUPERIOR ENGINEERING CORPORATION, Hammond, Indiana
1997 to 1998
Superior is an engineering consulting firm.
Contract Engineering Consultant
Responsible for assignments in machinery design and solution-oriented contract
engineering projects.
a Developed a material inventory system for fiber optic cable spools to improve
space utilization by 50+%.
a Directed design activities for special handicapped personnel platforms to assi
st handicapped in entering and exiting railroad passenger cars.
MIDWEST DYNAMOMETER & ENGINEERING, River Grove, Illinois
1995 to 1997
Midwest was manufacturer of power measuring instrumentation including a complete
product line of eddy current dynamometers from 50 to 500 horsepower.
General Manager
GM directed all manufacturing, engineering and physical plant operations for th
is $2 million company.
a Secured a turnaround of operating profitability (BI&T) from loss to 24%.
a Increased operational capacity by 40% on existing asset base through implement
ation of Lean Manufacturing methodology.
a Stepped up efficiency of labor by 220%.
a Reduced warranty and scrap costs to 0.06% of sales.
HOLLAND COMPANY LP, Chicago Heights, Illinois 1994
to 1995
Holland Company is the acknowledged leader in the Railroad worldwide market for
electric Flash Butt Rail Welding Systems and Track Testing vehicles.
Contract Project Management
Responsible for contract management, product development, design engineering, ma
terials acquisition, manufacturing liaison and customer acceptance of railroad t
rack welding products.
a Directed the design, development and manufacture of North Americaas largest 26
0T Rail Puller.

a Completed a $1 million equipment development project on time and under budget

by 9.6%.
a Developed detailed cost proposals for rebuilding of railroad machinery.

SCOT ELECTRICAL PRODUCTS, Downers Grove, Illinois

1992 to 1993
Scot manufactured Electronic sensors for the aerospace industry.
General Manager
Joined this $2 million LBO manufacturer to implement a structural reorganization
and to reduce overhead expenses and increase productivity.
a Increased manufacturing capacity by 38% with an increase in product quality me
asurements.
a Improved work in progress and inventory turns from 2.4 to 4.1 turns.

CVP SYSTEMS INC., Downers Grove, Illinois 1989 to

1991
CVP Systems manufactured food processing and modified atmospheric packaging mach
inery.
General Manager of Operations
General Manager was responsible for new machinery development projects and day t
o day management of manufacturing, engineering and administrative functions. Sta
ff was 65 professionals at this $15 million company.
a Increased manufacturing capacity by 65%.
a Improved inventory turnover from 3.4 to 5.5 turns.

PORTEC INC., Oak Brook, Illinois 1986 to 1989

Portec was a manufacturer of automated robotic material handling equipment.
Director of Technology Transfer
Director was responsible for the startup of North American manufacturing operati
ons for robotic products under licensing agreement with European organization.
a Developed new robotics product line to contribute $10 million in incremental s
ales at a 30% profit margin.
a Transferred foreign manufacturing technology to US manufacturing facility by s
ourcing and utilizing 90% locally produced components.
a Improved profitability of previously imported replacement parts by 300% due to
local procurement and simultaneously reduced parts inventory by $250,000.

ADDITIONAL WORK EXPERIENCE

Ingersoll Equipment Company: Vice President of Marketing
J.I. Case Company: North American Construction Equipment Product Manager & World
wide Agricultural Equipment Product Manager

PROFESSIONAL DEVELOPMENT
Principles of Lean Manufacturing - University of Illinois BIS
Root Cause Analysis - University of Illinois BIS
Project Management Course - University of Illinois BIS
Time Management - University of Illinois BIS
Currently; Project Management Review in Preparation for PMP Certification - DePa
ul University

MEMBERSHIPS/AFFILIATIONS
Member of the Society of Automotive Engineers