1. J. ALAN WEILER
Morganton, NC 28655
828.584.8547
alan.weiler@icloud.com
LEAN TRANSFORMATION EXPERT
Professional with significant experience in transforming traditional organizations into highly
energized organizations. Lead, coach and mentor multi-functional disciplines to establish “lean
culture” with passion to win. Proactively identify and resolve problems through collaboration and
strategic / tactical planning. Develop systems to reverse negative trends, control costs, automate
systems, maximize productivity and deliver multimillion dollar profit increases.
Areas of Expertise:
• Team Leadership & Collaboration • Strategic and Tactical Planning
• Lean Transformation • Financial Accountability
• 5S Workplace Organization & Safety • International Plant Management
• Systems Development • Maintenance Excellence
SUMMARY OF QUALIFICATIONS
BAXTER HEALTHCARE 2006 – 2016
Plant Manager II, IV Manufacturing Facility, Marion NC, 2014 – 2016
Managed largest intravenous solutions facility in the world with 3k employees and diverse product
portfolio of pharmaceuticals, renal therapies, and animal health products. Operations included waste
water treatment, distilled water system, emergency power generation and production lines that
produce 1.4M IV bags per day.
• Implemented Employee based safety teams and near miss program that resulted in a reduction
in recordable safety incident rate from 5.25 in 2014 to 3.86 in 2015.
• Incorporated Lean Tools into Quality System that enabled a reduction of NCR WIP by 57% and
overdue documents by 91%.
• Utilized Lean principles to improve customer service metrics from 83% in 2014 to 99% in 2015.
Plant Manager II, IV Manufacturing Facility and Device Facility, Castlebar, Ireland 2012 – 2014
Oversaw plant operations and completed financial operating statement for Castlebar and Swinford
manufacturing facilities. Culture Survey showed marked improvements in all categories.
• Reduced OH spends by approximately $4M, by understanding cash flow through P&L, reducing
indirect headcount and eliminating wasteful spending.
• Improved manufacturing budget variations from negative $692K in 2012 to positive $2.044K in
2013.
• Conducted first Castlebar lean boot camp utilizing Lean principles, implementing 6S, LSW, daily
accountability and tier meetings at all levels.

2. Plant Manager, Home Choice Service Center, Largo, FL 2009 – 2012
Implemented Lean principles, employee involvement and accountability the Largo plant significantly
improved regulatory compliance and financial results. Oversaw visual and daily accountability
management.
• FDA Warning letter lifted in February 2010 and a 6 day FDA audit conducted in February 2012
resulted in no 483 observations.
• Tier I CAPA’s reduced by utilizing problem solving tools and driving to root cause from 342 in
2009 to 39 YTD 2012.
• HomeChoice service cost per device reduced from $953 in 2009 to $570 July 2012.
• Reduced OH spends by $2.1M. This was accomplished by reducing indirect headcount and
understanding the cash flow through P&L. Conducted monthly deep dive financial reviews which
exposed small amounts of spending waste in numerous areas, i.e. copier utilization, telephone
charges.
Director, Manufacturing Cell 3, IV Manufacturing Facility, Marion, NC 2006 – 2009
Directed budget planning for 650-person department. Products included drug, renal and veterinarian
IV codes. Developed and installed automated robotic arm truck loading and unloading of 2 and 2.5
liter bags. Mentored and developed Director Cell 3 successor. Participated and was instructor in 6
Lean Boot Camps.
• Improved bag output on 150 mL line from 180k to 220k per day without capital expenditures by
using Lean principles and operator involvement.
• Increased uptime 25% on automated series filling machine by incorporating use of Focus Force
teams, implementing TPM program, utilizing point of use spare parts and autopsy of failed
components.
ROCKWELL AUTOMATION, Power Systems 1996 – 2006
Plant Manager, Conveyor Components Manufacturing facility, Clio, SC 2003 – 2006
Oversaw Annual Operating Plan and completed P&L statements.
• Completed plant layout using Lean principles, increasing productivity from 40.6% to 70% and
on-time delivery from 70% to 97%.
• Instituted use of checking accounts in departments for expense control resulting in 23%
reduction in expenses.
• Developed and implemented new manufacturing method for producing pulleys, improving
operating earnings from negative 36.4% to positive 6.5%.
Previous positions held include Plant Superintendent, Continuous Improvement
Manager, Manufacturing Engineer
ADDITIONAL RELEVANT EXPERIENCE
INA Bearing Company, Fort Mill South Carolina
Torrington Company, Honea Path South Carolina
Eaton Corporation, Kings Mountain North Carolina
EDUCATION
Bachelor of Science (BS), Manufacturing Engineering Technology, Western Carolina University,
Cullowhee, North Carolina
Associate of Science (AS), Industrial Maintenance Technology, McDowell Technical Institute,
Marion, North Carolina
Certified Lean Master, Rockwell Automation