David Konkol has over 20 years of experience managing precision manufacturing operations and implementing process improvements. He is currently the Project Manager/Production Leader at Waukesha Engine/GE Power and Water, where he has generated $2.2 million in annual cost savings through alternate manufacturing methods and continuous improvements. Prior to that, he held several supervisory and management roles at other manufacturing companies, including Bucyrus International and Harley Davidson, where he increased productivity, quality, and throughput. Konkol has a strong background in manufacturing engineering, quality control, budgeting, and developing training programs.

1. DAVID L. KONKOL
1116 Elizabeth Street
Union Grove, WI 53182
(262) 221-6569
Career Summary Extensive experience in the manufacturing of specialized precision
metal products. Particularly effective in managing, developing, and
implementing of process improvements. Demonstrated expertise in
reducing operating cost by resolving complex operational and
organizational problems to increase productivity.
 Quality control and product evaluation.
 Staff supervision and training of union employees.
 Budget and resource management.
 Develop operational standards
 Manufacturing and engineering of industrial gears up to 220 inches in
diameter.
Career History
2000 to Present
WAUKESHA ENGINE /GE Power and Water
$500 million custom manufacture of gas engines. ISO 9001 registered
Project Manager/ Production Leader 2011-2014 / 2014- present
 Provide alternate manufacturing methods
 Cost savings implemented $2.2 million annually
 Drive Continuous Improvements in Safety, Quality, Delivery , and Cost
 Establish work cell structures for self directed work force.
Focus Factory Manager Manufacturing 2010-2011
 Coach and development 6 staff members and 200 union employees
 Design labor tracking system
 Increase plant productivity 16% in first 9 months
 Improve core component velocity while reducing quality variation
Project Manager 2009-2010
 Develop production planning processes
 Reduce variations in work load by using level loading system
 Create lot sizing system for manufacturing and purchasing
 Work cell evaluation and improvement
Production Leader 2000-2009
Supervise and manage unionized miscellaneous machining departments.
 Implement lean manufacturing processes.
 Introduce and facilitate set-up reduction program.
 Indentified and developed workload throughput system. (Kanban)
 Optimized quality, capacity, and cost requirements.
 Layout assembly line
2003 to 2004
HARLEY DAVIDSON
$5 Billion custom Motorcycle manufacturer
Work group Advisor
 Transmission group ( gears, shafts, and transmission housing)
 Increase flow through heat treat by optimizing lot size

2. 1990 to 2000
1990 to 1999
BUCYRUS INTERNATIONAL,INC., South Milwaukee, WI
$350 million manufacturer of heavy industrial equipment. ISO 9001 registered
General Technical Supervisor Gear Operations 1999-2000
Direct and coordinate activities of gear production departments including cutting,
grinding, and induction hardening. Manage 3 shifts with staff of 3 supervisors and
30 union operators.
 Production planning and control for $110 million annual product flow.
 Created the training programs for operators, apprentices, and foremen.
 Analyzed all workflow, rate settings, tooling’s, and coding to enhance
efficiency.
 Researched and prepared machine and tooling justifications for higher
quality and output.
 Reorganized entire tooling management with the goal of a hands-free”
system.
 Administered $600,000 tooling budget.
 Restructured operators job duties, which generated a 20% increase in
productivity.
 Supported design staff in development of new gear products.
 Performed quality control audit for sub contract accounts.
 Promoted from Technical Supervisor, gear cutting.
Technical Supervisor
Responsible for all machining operations including gear cutting, milling, boring, and
turning with a staff of 40 operators.
 Continuously modified manufacturing process for throughput improvement
with annual cost savings of $250,000.
 Rewrote process manuals for Maag, hobbing, and internal gear cutting.
 Established rates and routings for all gear cutting processes.
 Created throughput-measuring system used to maximize production
capacities.
 Earned an additional $130,000 on custom gearing orders.
 Organized the relocation of assets form $multi-million company acquisition.
 Reversed-engineered gearing for repair parts plant-wide.
 Decreased tool cost 20% by creating modular tooling.
 Developed one of a kind tool-grinding machine.
 Calculate design data for cutting tools.
1979-1990
1990 to 2000
Grove Gear- Division of Regal Beloit, Union Grove, WI
Lead man 1980-1990
 Gears
 Grinding
 Tool room
R&B Grinding, Racine WI
Consultant
 Gear manufacturing system
Education
1989
Associate of Applied Science
Manufacturing Engineering Technician (Industrial)
Recipient of highest academic honor award
Gateway Technical College, Racine, WI