Michael Naftzinger has over 25 years of experience in manufacturing management. He has held several positions with increasing responsibility at Carpenter Technology including Department Manager, Process Support Manager, and Operations Manager. In these roles, he improved production rates, streamlined operations, and increased workforce. Most recently, he was Operations Manager at Marathon Abrasives where he enhanced safety, quality, delivery, and cost. He is now seeking a new position in Pennsylvania to be closer to family.

1. MICHAEL NAFTZINGER
115 High Street, Schuylkill Haven, PA 17972 ♦ C: (570) 516-6378 ♦ mikenaftzinger22@gmail.com
Dear Sir or Madam,
I am very interested in employment within your organization. I am a dedicated employee with years of
management experience. On a continual basis, I have received recognition for my accomplishments in a
fast paced manufacturing environment. My strengths include manufacturing management, creative
problem solving, streamlining operations, implementation of Lean Manufacturing, and improving key
metrics.
In 2002, as an experienced machine operator for Carpenter Technology, I accepted an opportunity
presented by management to train employees at a local subsidiary company we recently acquired,
Shalmet Corporation (Shalmet Corporation has one facility in PA and one facility in OH). As I successfully
leveraged my production knowledge and skills to the staff, I started introducing Carpenter's policies and
procedures to Shalmet. As a result of my successful initiatives, I was quickly promoted to leadership roles
such as Supervisor, Process Engineer, and Process Manager.
In 2005, I was promoted to Department Manager of which my primary objective was to increase
production of Carpenter product. I successfully increased the processing from 28% to 99% by slowly
reducing the processing of conversion material and increasing the processing of Carpenter product
(conversion is the processing of product for a company other than Carpenter). This created additional
opportunities for Carpenter, which led to increasing Shalmet's workforce from 40 to 100 production
employees.
In 2008, I was appointed Process Support Manager / Operations Manager. In this position, I was
responsible for logistics, scheduling, and planning for a workforce of approximately 250 employees with
over 50 work centers (production machines/cells). I provided pertinent information to the General
Manager, such as negative trends, an increase in our costs, a decline in our delivery performance, along
with an action plan to address the issue. I conducted daily meetings with the management staff
(including the Shalmet Ohio Plant Manager), safety walks & audits, completed FMEA's & OI's, approved
or corrected processing line-ups, built PM schedules, led capital expenditure projects, maintained and
adjusted throughput rates for scheduling, determined pricing and lead times, projected monthly
shipments, reported performances to Corporate, and provided an explanation to any shortfalls.
In 2014, I was offered a plant manager position with Marathon Abrasives in Chester, South Carolina. I
relocated to SC, and functioned as an operations manager. Since then, my primary responsibility was to
improve safety, quality, delivery, and cost. All of which I accomplished with proven results. I
implemented systems which streamlined and improved the overall production processes to achieve better
manufacturing goals. This resulted in a more favorable, safe work environment for all employees. At this
time, I am looking to relocate back to PA to be closer to family.
I realize the importance of a college degree. I applied to McCann School of Business to obtain a BS in
Business Management, but Carpenter and I were advised the schooling would be elementary due to my
work experience and current management level. After several discussions, we decided it would be better
to enhance my knowledge by attending courses and classes focused on business management.
Over the years, I have had successful results demonstrated by maintaining a positive attitude and
working together with my peers. I truly believe my vast array of knowledge and experience will be an
asset to your organization.
Sincerely,
Michael E. Naftzinger

2. MICHAEL NAFTZINGER
115 High Street, Schuylkill Haven, PA 17922 ♦ C: (570) 516-6378 ♦ mikenaftzinger22@gmail.com
PROFESSIONAL SUMMARY
Manufacturing Manager accomplished in streamlining production processes, project planning,
training and development.
Initiated and completed many successfulLean Six Sigma projects.
Successful at exceeding production requirements, revenue, and quality standards through
effective leadership and cross training.
Solid leadership experience holding the position of Shift Leader, Supervisor, and Manager with
responsibility for numerous production lines with as many as 100 direct reports.
Fully capable of overseeing materials inspection, scheduling production, and conducting weekly
physical inventories.
Skilled decision maker with the demonstrated ability to lead cross-functional teams in design,
development, and launch of leading-edge solutions to improve processes and meet customer
demands and deadlines.
Consistently demonstrated success in achieving revenue, cost, productivity, and delivery goals
with emphasis on safety.
SKILLS
 Strong leadership ability
 Timely safety audits
 Knowledgeable with OSHA regulations
 Proficient in Microsoft Office
 Root cause analysis
 Manufacturing management
 Practices safety and sanitation standards
 Material handling expertise
EMPLOYMENT HISTORY
Manufacturing / Operations
Operations Manager - 10/2014 to current
Marathon Abrasives - Chester, SC
Same as position held at Carpenter Technology.
Manufacturing / Operations
Operator / Supervisor /Operations Manager - 03/1989 to 01/2014
Carpenter Technology – Reading, PA/Shalmet – Deer Lake, PA
Successfully managed production activities so all orders were shipped on time.
Developed and implemented ideas for improving quality, increasing productivity, and reducing
costs.
Scheduled and conducted meetings for employees and management.
Managed documentation and training on production procedures and work instructions.
Maintained and communicated daily productivity and shipment reports for all departments.
Verified process control parameters were being documented and followed.
Planned, directed, coordinated, and assigned manpower to meet aggressive production
schedules.
Assigned appropriate manufacturing supervisor and operator responsibilities.

3. MICHAEL NAFTZINGER
Defined manufacturing performance standards and conducted monthly reviews.
Investigated and addressed personnel issues promptly and professionally.
Improved production activities with effective communication and leadership.
Worked with quality manager to address customer claims and remakes in a timely manner.
Determined suitable shift requirements, scheduled employees and additional shifts as required.
Consulted with Human Resources to meet changing production schedules.
Met aggressive production and safety goals while minimizing equipment downtime.
Addressed safety and quality issues and initiated remedial actions promptly.
Completed and conducted required safety training programs for mobile equipment.
Production Operator - 07/1987 to 01/1989
Exide Corporation - Hamburg, PA
Operated various pieces of production equipment / machinery.
Held position of plant floater and flexed to required positions on a daily basis.
EDUCATION
Schuylkill Haven Area High School, Schuylkill Haven, Pennsylvania
Diploma – Business, 1987
CERTIFICATIONS
 Leadership Certificates – Various courses, classes, and seminars
 SPC Data – Statistical Process Control
 Behavioral Plotting – Charting negative trends and creating a reaction plan
 FMEA – Failure Mode Effect Analysis
 Lean Enterprise – The 5 S’s of Lean
ADDITIONAL INFORMATION
Lean Manufacturing and Balancing Key Metrics
As a production worker, I was part of lean manufacturing teams.
As a manager, I led, coached, and implemented lean manufacturing with positive results.
Holding numerous management positions and working directly with key players on the
management team provided an advantage when implementing lean manufacturing.
The advantage was a thorough understanding of the key metrics.
I started by performing assessments and capturing data on the machine with a focus on the
contact and delay percentages. I would identify delay percentages for reduction or elimination.
I would then establish achievable goals based on the budget.
I would build the presentation based on the goals set forth by the management team and the
allotted budget. This is important in order to prevent the team from becoming discouraged.
***Costly machine upgrades or modifications may not be in the budget, so avoid presenting
information you cannot implement. I feel it is imperative to collect data prior to
implementation.
***The initial focus should be on the low hanging fruit. Any easy, quick fix, with little cost on
numerous machines tends to be a big winner. Reducing your delays on all or several machines
tends to generate a greater cost savings over costly improvements on one or two machines.
a) Understand your equipment delays (non-value added time)
b) Understand how to balance your key metrics

4. MICHAEL NAFTZINGER
c) Determine achievable goals
d) Stay within your budget
e) Present what you can successfully achieve
f) Start implementation
I found these steps are the most affordable, educational, and effective way to
implement Lean Manufacturing.

5. MICHAEL NAFTZINGER
Summary
Positions held - Area Manager, Department Manager, Process Support Manager, Operations
Manager
In all positions, I reported directly to the General Manager.
At the start of my assignment, my primary objectives were to leverage my knowledge and skills,
as well as Carpenter's policies and procedures to the workforce at Shalmet. In many cases,
additional projects and assignments were set forth. In addition, unplanned obstacles
identified, investigated, discussed, and initiated to streamline processing, which generated
positive results.
I took full advantage of this opportunity by receiving numerous advancements as well as
additional responsibility as I advanced from a production employee into upper management.
Before separation of employment, all assignments and objectives completed with excellent
results.
Position held from 2008 to 2014 – Process Support Manager (Operations Manager).
Most recent position held from 2014 to current – Operations Manager at Marathon Abrasives.
25 years of service with Carpenter Technology Corporation
 13 years of service at Carpenter’s Corporate facility – Reading, PA
 12 years of service at Shalmet, a subsidiary of Carpenter – Deer Lake, PA
o In addition, Shalmet, Deer Lake, PA owns a subsidiary plant – Shalmet Elyria,
OH
o Shalmet, Deer Lake, PA reported to Corporate Carpenter. Reading, PA
o Shalmet, Elyria, OH reported to Shalmet, Deer Lake, PA
The facilities later discussed in the cover letter, resume, and additional information section of
the employment application.
Any questions, please do not hesitate to call.
Mike Naftzinger (570) 516-6378