To join a growth-oriented, progressive thinking business enterprise wherein my domestic and international experience over 20 years can be leveraged to the best advantage of the organization. Desire to coach, mentor and teach all employees from the front-line to the corporate office.
Professional Profile
VP/Director of Human Resources & Employee Relations
BS, Bilingual (English/Spanish), VP/Director of Human Resources & Employee Relations Initiatives with more than 20 years of domestic/international HR leadership experience in recruiting, assessing, developing, and deploying talent that converts corporate intent into action.
Career Highlights
 Reduced in 8 months, workers compensation claims 80% by eliminating the hazards directly associated with the disabling injuries. Prepared comprehensive legal briefs for workers compensation claims, unemployment compensation hearings, OSHA citations, and environmental issues.
 Completely settled in a period of 3 weeks, 4-NLRB cases, 13 pending arbitrations and 51 outstanding grievances for a operating entity that dated back to early 2007.
 Favorably negotiated 5 USWA labor agreements with groundbreaking concessions that resulted in multi-craft combinations, competitive pricing, and the opportunity to maximize future investment planning.
 Investigated and secured local, state, and federal grants, which proved instrumental in achieving tax rebates and job retention funding for $128,000.
Key Areas of Expertise
Partnering with Senior Management; Union/Non-Union Situations; Outsourcing; Formulating an Overall HR Strategy; Leadership by Example; Creating & Implementing Training Programs; Coaching, Mentoring & Team Development; Formal Presentation Skills; Vendor Contract Negotiations; and Conflict Resolution.
Professional Experience & Accomplishments
John Maneely, Co., Beechwood, Ohio 2007 to 2008
(John Maneely, Co. is an asset of the Carlyle Group, one of the world’s premier private equity companies with assets of $178 billion)
Human Resources Business Partner – Scope of duties consist of all human resources and labor relations functions for 8 operating facilities, union/non-union, for the Wheatland Tube Division, Sharon, Pennsylvania, North America’s largest manufacturer of pipe and tube products purchasing 2 million tons of steel per year. Total employee base of 2,200 salaried and hourly employees.
 Successfully completed a “No Match†identification and replacement event consisting of 52 illegal aliens (Chicago Plant-1M square feet) in a period of 3 months with no adverse effect upon production or quality.
 Converted an administrative human resource and labor entity to a functional one as part of an autonomous business unit.
 Successfully negotiated a 4-year basic labor agreement with the USWA at a cumulative cost of 2.1% with full implementation of gain sharing, shared health costs of 20% over the duration of the contract, and non-restrictive bid process language.
 Conducted first-ever lean (value stream mapping) event on a “global basis†for both divisions, including operating and human resource managers.
Noel J. Olinger Page Two
Service Guide, Inc., Cortland, Ohio 2004 to 2007
Director of Human Resources – Key duties focus on administering all aspects of HR functions including safety, compensation/salary structure, recruitment, regulatory compliance, grant preparation, unemployment, Worker’s Compensation, and technical and supervisory training.
 Charged with establishing and maintaining relationships with regional trade schools while managing 5 direct reports, overseeing HR activities for all 5 divisions, and creating the company website.
 Restructured the entire organizational alignment to a more lean and flexible organization resulting in a fiscal growth of 24% over a 2-year timeframe.
TMI, Inc., Pittsburgh, Pennsylvania 2001 to 2004
Vice President of Human Resources & Operational Initiatives – Principal duties centered on managing HR activities for the nation’s leading producer of flexible PVC products. Charged by private owner with overseeing all HR functions of this company that generated annual revenues in excess of $20 million.
 Successfully completed realignment of a 75,000 square foot plant layout, on time, and within budget enabling company to secure a $4 million contract with a major domestic client (Grainger).
 Favorably negotiated all major vendor engineering contracts and projects, while being accountable for all ROI projects. Additionally, developed and launched a Total Quality Management initiative for conversion to ISO 9002 in calendar year 2005.
J & L Structural, Inc., Aliquippa, Pennsylvania 1997 to 2001
Vice President of Operations/Employee Relations Manager – Accountable for multi-divisional P&L for a $116 million high-quality manufacturer of structural beams and channels. Directly oversaw all phases of operations from raw materials to final shipping. Managed daily production and production planning, industrial engineering, engineering/technical services, MIS, and product development with a team of 7 managers responsible for 316 team members.
 Established 36 of 42 (85%) individual productivity records over 18 months through development of plant advisory council, TQM and ISO 9002 methodologies, and the teaching of standard accounting principles. Consequently, achieved a 98.5% on-time shipment rate, 60% reduction in overtime, and increased employee morale.
 Created a management information technology team that conceived and implemented the following programs: Cimplicity, ACT!, ERP (Symix-Oracle), and Series 6. ROI for this comprehensive effort amounted to $2.7 million.
 Successfully negotiated 2 union labor agreements (USWA) as lead negotiator for the company. Subsequently, introduced productivity threshold “pay for performance†initiative, which resulted in an 18% reduction in work force, and a 27% increase in productivity.
Ungerer America, Inc., Wyomissing, Pennsylvania 1994 -to 1997
Vice President, North American Operations & Human Resources Director – Specifically hired to establish a German company’s presence in the North American market, which included creating, developing, and administering the entire HR function. Managed revenues of $46 million annually while developing a sales/marketing team and overseeing quality control, product design, ongoing technical support, and commercial contract negotiations.
 Integrated leading world-class German equipment manufacturer into the United States marketplace within 9 months, while representing the parent company in commercial contract negotiations and technology discussions in Asia, Europe, Mexico, South America, and Canada.
 Conceived coil-processing curriculum, testing, training, and measurement for Third World countries, realizing $1.2 million DM within a one-year period with no financial investment required on the part of the company.
Heyco Metals, Inc., Reading, Pennsylvania 1991 to 1994
Vice President of Operations/Manager of Human Resources – Scope of duties consisted of directing budgeting, strategic planning, and multi-plant operations for an $85 million non-union, high technology copper/brass strip re-roller. Additional duties encompassed production, quality assurance, engineering and maintenance, research/development, production planning, and safety/environmental areas.
Noel J. Olinger Page Three
 Reduced cost of quality within 9 months from 2.25% to .622% of sales through internal customer task force groups, customer/employee exchanges, process audit controls on incoming raw materials, and development of an optical scanning surface inspection system.
 Effectively eliminated all production supervision (other than production manager), which was accomplished by establishing a plant advisory council comprised of key team members, both hourly and salary.
 Completed 80% of plant modernization, including high-speed Zendzimir rolling mill, ultra-clean air circulation system, CNC stretch bends leveler, 2-shimless tooling slitters, and employee training center.
Cyclops Corporation, Baltimore, Maryland 1986 to 1991
General Manager of Operations & Labor Relations – Entrusted by senior management with coordinating full P&L management for an integrated stainless steel manufacturer (union), which included such areas as budgeting, strategic planning, and financial analysis. Managed the performance of 733 cross-functional team members while interfacing with 3 other Cyclops divisions.
 Increased primary metal output from 15 to 24 heats per day over a 24-month span through bottom pour reconfiguration, change in scrap charge mix, and improved process control at the AOD vessel. As a result, produced a net gain of 2,772 tons of steel annually.
 Developed strategic 1-3-5 year business plans and associated methods of attainment, which were successfully met or exceeded through team execution.
Kaiser Aluminum, Spokane, Washington 1980 to 1986
Assistant Primary Division Manager (1982-1986) & Superintendent of Maintenance Shops (1980-1982) – Responsible for managing production and maintenance/engineering departments for one of the world’s largest integrated aluminum producers (union). Scope of accountability covered 68 acres under one roof and an employee range of 330-867. Gross sales amounted to $635 million annually. Annual budgetary responsibility ranged from $27 million to $67 million.
 Built a project management organization across cross-functional disciplines of production, engineering, and maintenance/maintenance planning that successfully administered capital projects ranging from $12.5 million to $265 million. Attained compliance to budget of 98.3% and compliance to time of 98.9%.
 Reduced variable costs by 17% and direct/indirect overhead positions by 8.7% during the same time frame, resulting in annual savings of $8.7 million.
 Favorably negotiated the first creative craft combination and incidental maintenance contract in USWA and aluminum history, combining 11 trade crafts into 3 while achieving union agreement on all elements of incidental maintenance across the entire production organization.
Education/HR Certifications & Professional Development
B.S., Life Science, Purdue University, West Lafayette, Indiana
Member of Society of Human Resource Management (SHRM)
SPHR Certification Candidate
Executive Management Programs I, II, III, University of Michigan, Ann Arbor, Michigan
Manufacturing in the 21st Century, Cornell, University, Ithaca, New York
Attended numerous industry seminars, conferences, and continuing education courses
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