Walt Dindoffer

Mr. Dindoffer is a Managing Director (East) and Lean TPM Consultant of J & A International, Inc.

•He has had more than 30 years successful experience in energy management, plant engineering; production management in complex/high technology manufacturing operations.
•Held positions in all levels and departments in manufacturing operations.
•Speaker on energy conservation, energy auditing, utility incentives and facility energy benchmarking.
•Industries served; food processing; bottling; building materials; food grade packaging; maintenance and engineering Project Management; automotive parts; pharmaceutical; paper mills; and health care.

HIS BOTTOM LINE: Responsible for saving over $85,000,000 in energy costs.

ENERGY STAR^® PARTNER with the DEA and EPA.

Member of American Society of Heating, Refrigerating and Air Conditioning Engineers (ASHRAE) and the Association of Energy Engineers (AEE).

Synopsis of Achievements

Responsible for saving over $85 million in energy use.
Over 200 facility energy audits. Average savings of over 18%.
Non-capital cost project savings identified range between 4-12%.
Over 1500 energy conservation projects evaluated, proposed and many implemented.
Project management in over $90 million in capital spending.
Project management in several new manufacturing operations.
Teacher, trainer and instructor to hundreds of adult students.

Education

University of Toledo, Toledo, OH 1990 MBA, Finance
Western Michigan University, Kalamazoo, MI 1980 BS Mechanical Engineering
Dozens of continuing education courses in energy management, plant management, boiler operations, electrical systems and others.

Lean Systems Implemented for Executive Management Improvements:

Engineering and Manufacturing Manager – ABTCO, Toledo, Ohio, division strategic business planning; HRD systems implementation; and product development. Culture of continuous improvement and lessons learned where utilized to make these improvements.
Plant Manager – IKO Industries, Monroe, MI; start-up of idle plant; institution of plant policies and procedures; hire department staff; 25 million dollar capital upgrades; new production line and products implemented. TPM, continuous improvement, lessons learned, capacity evaluation and quality systems were utilized to gain these improvements.
Interim General Manager – USUI International, Olive Branch, MS; took over new productions plant half way into start up, fuel and brake lines serving GM truck plant. Implemented quality systems QS 9000; production operations; warehouse inventory and shipping systems; safety procedures; ISO 14000; and hire staff.
EDCO Inc.; Toledo, Ohio; Business plan development for client. Tracking systems of goals for business over two year period, which improved quality to customer.
Unique Tool and Manufacturing; Temperance, MI; development of Business Plan and Goals.
Executive Users Group – Computerized Maintenance Systems Developer, Philadelphia, Penn. CMMS systems product development strategic team.

Lean Systems Implemented to Improve Safety Performances:

Lean systems led to the following safety milestones. Methods utilized include: continuous improvement, lessons learned, process mapping, 5S, mistake proofing, TPM, high performance work teams, and reduced change over time.

Abitibi-Price, Toledo, Ohio: Safety Director of printing, converting plant, which had 9 years without a Lost Time Accident. Received severa industry. Corporate and state safety awards. Cut workers compensation costs by 30%
IKO, Monroe, MI; cut injuries by 85% first year as Plant Manager, which cut workers compensation and injury costs as well.
Dolphin Company, Toledo, Ohio; managed safety for this chemical plant client since 2001. Training, policy development; programs and systems implemented reducing accidents by 30%.
EDCO Inc., Toledo, Ohio; developed several policy and procedures; provided audit of safety systems; provided training for tool and die plant.
IPMC, Detroit, MI; directed safety systems of large capital projects for client, which posted zero accidents.
USUI International, Olive Branch, MS; as Contract Interim General Manager directed implementation of safety systems and programme, which provided a LTA accident free start-up of tubing auto parts plant.

Lean Projects for Quality Improvements:

Abitibi-Price, Toledo, Ohio; statistictical analysis, lessons learned, SPC, continuous improvement, process equipment upgrades, which reduced defects on print line by 32%. Process mapping with just-in-time applications reduced inventories by 30%. Equipment downtime was reduced TPM practices cutting downtime by 50%. Continuous improvement methods used to reduce safety accidents to zero for 3 years, which lead to industry and national safety awards.
IKO, Monroe, MI; start-up operation, quality systems developed and implemented reaching industry standards in 10 months. Continous improvement, TPM, just-in-time deliveries, predictive maintenance systems where implemented increasing productivity by over 50%. This reduced the capital requirements of additional equipment by millions of dollars, while reducing operating costs by over $2,000,000 per year.
EDCO, Toledo, Ohio; developed quality management system which passes QS 9000/TE, converted system to ISO 9001:2000; customer satisfaction system set up and improved performance by 30%.
The Dolphin Company, Toledo, Ohio; wrote equipment and process work instructions for QS 9000 certification. Training of operators to improve performance and improve costs and safety performances.
DMR, Plymouth, MI; provided project leadership for client achieving ISO 14000; wrote policies and procedures for environmental systems. Process mapping of each product completed to improve process outputs.
USUI International, Olive Branch, Miss; Interim General Manager (start-up) set up and development of quality system for fuel and brake line plant serving GM truck plant. Capacity/Productivity and quality systems installed and operated. Kanban, 5S continuous improvement, lessons taught Poka Yoke, TPM and implemented. Inventory of finished goods reduced by 30%, while WIP and raw inventories were reduced by 25%.
Unique Tool & Manufacturing, Temperance, MI; developed quality system for ISO 9001:2000 certification, improved measuring tools for scrap, customer satisfaction, continuous improvements and reduction of customer complaints.

Lean Projects for Quality Improvements:

Dunn Paper Company, Port Huron, MI; developed energy cost reduction plans and systems savings several million dollars per year through conservation, alternative energies and cogeneration installation. Received Dennison Corporation Productivity Award for improved costs of over half a million dollars per year. Continuous improvement, TPM and process mapping and lean systems were utilized to gain the savings.
ABTCO, Toledo, Ohio; reduced downgrade by over 30% on print line, while increasing productivity. Installed CMMS, reducing down time by over 40%. Just-in-time, value stream and continuous improvement methods implemented to reduce inventories enough to consolidate three warehouse facilities into one location, which reduced raw and finished goods by $5 million dollars equal to 65% of inventory. Cut shipping costs by 15% in two years saving in excess of $300,000/yr.
IKO, Monroe, MI; installed CMMS and instituted TPM system reducing downtime by over 25%. Improved productivity by over 75% through use of training, continuous improvement systems and process advances.
IPMC, Detroit, MI, electric generating facility controls upgrades saving over $400,000/yr improving profit line of paper mill by 20%. Value stream, lessons learned and continuous improvements were applied to gain these savings.
USUI international, Olive Branch, MS; instituted production and shipping methods to improve productivity while serving General Motors truck plant in JIT operations. Implemented compute systems to ship, operate plant operation all during a start-up of the plant. Used Kanban, 5S, continuous improvement, lessons learned, 8D problem solving and GM supplier methods.
Hundreds of energy projects implemented at Valentine Paper, LA; Wiggins Paper Mill; MS; Johnston Textiles, AL; Great Lakes Tissue, Cheboygan, MI; Domtar, MI; Irving Tanning, Maine, Abitibi-Price, OH; Doeller Jarvis, OH; and YMCA Port Huron, MI. These projects have saved over $47 million. TPM, continuous improvement, lessons learned, value streaming, process mapping and error proofing were utilized to gain these savings.