1. WILLIAM R. KILLION
1048 E 500 S
Washington, Indiana 47501
Home: 812-254-4288
Cell: 812-698-7540
Email: billkillion2015@gmail.com
Professional Summary
Professional Manufacturing, Engineering and business leader with proven experience in Plant Management,
Production Leadership, Engineering/Design, Manufacturing Engineering, Quality, Product Testing, and Project
Management with automotive (OEM’s and Tier 1 customers) and non-automotive markets segments. Business
professional with the following skills:
 Strong leadership skills, strategic planning, financial planning/budgeting, financial control, team
development, and goal achieve experience.
 Experienced Production leader utilizing Advanced Statistical methods including Six Sigma and Shainin
Methods, Lean Manufacturing tools & methods, Toyota Production System, and AIAG Quality System
Tools including Process Flow Diagrams, FMEA’s, Control Plans, 5 Why, 8D, PPAP, SPC, Process
Capability, APQP, and Quality System Mapping to drive continuous improvement and achievement of
business, quality, and financial targets.
 Strong Financial Decision Making Skills
 Experienced with Operational Excellence deployment (Six Sigma & Lean Manufacturing Skills)
 Experienced manager with Quality System (ISO 9001/9002, QS 9000, and TS16949) and with
Environmental Management system (ISO14001)
 Experienced and certified internal auditor and supplier auditor.
 Certified Six Sigma Greenbelt and trained Shainin Apprentice & Journeyman professional.
 Proven Strategic Planner and Organizational Team Builder.
 Experienced leader in the implementation and deployment of SAP, Oracle, & Syteline ERP business
systems.
Employment History
Flanders, Evansville, IN, April 2011 to September 2015
FLANDERS, a privately owned and operated company, that manufacturers, and services motors, generators, controls,
drives, andautomationsystems for heavy industry, equipmentinefficiencyandimprovementofdowntimeworldwide.The
company’sgoalisto increase efficiencyand reliability, while improving safetyand lowering operating costs, minimizing
downtime and delivering the lowest total cost of ownership:
 EngineeringManager,ElectricMachines, June 2013 – September 2015: Duties and responsibilities include
the following:
o Direct a Team of engineers that design new motors, generators, MG-set, TEWAC's, etc. for Flanders
andFlanderscustomers.Thesecouldbetotallynew designs,reengineeringofexisting motors, design
of functional replacements, reengineer for improved performance, etc.
o Manage departmental expense budgets and capital budgets.
o Provide Electric Machine engineering support for 6 domestic RSC's and 3 International RSC's.
o Direct product launches and provide technical support and direction for customer quotations.
o Provide ERP, fabrication, production, and Qualitysupport on all Electric Machine projects.
o ManagestheElectric Machinesorganizational structure,recruitsandselectsnew team members, and
provides mentoring, training, and development.
 PowerSystems Director, New Motors Group, May 2012 – June 2013: Duties and responsibilities included:
o Developed an organization plan and leadership structure for the New Motors Group. Developed Job
descriptions and KPI for each of the positions. Justified leadership organizational structure and the
leadership positions. Recruited, selected, and hired these positons and began the team building
process.

2. o Served on a Leadership Team for the justification, purchase, and deployment of an ERP system
(Syteline) for New Motors North Plant Production.
o Lead the establishment of 3 shift operation within the New Motors North Plant. Initiated the
development of work instruction for detailing the job duties and processes involved in standardizing
motor assemblyand parts fabrication.
Initiatedbudgetingprocessesand expense control, capital justification process, Engineering and Logistic
Management and a cost reduction team to work on InventoryReductions within the New Motors Group.
 New Motor Engineering Manager, April 2011 – May 2012: Duties, responsibilities and accomplishments
include the following:
o Direct a Team of designers using AutoDesk Inventor responsible for the mechanical designs of re-
engineered, drop-in replacement, upgraded, and new motors, generators, MG sets, TEWAC’s, etc.
o Manage departmental expense budgets and capital budgets.
o Provide Electric Machine engineering support for 6 domestic RSC's and 3 International RSC's.
o Direct product launches and provide technical support and direction for customer quotations.
o Provide engineeringsupporttothe North Plant for the fabricationandassemblyof engineeredprojects.
o Manages the Motor Engineering organizational structure, recruits and selects new team members.
o Provides mentoring, training, and professional development for the Motor Engineering Staff.
o Accomplishments included:
 Departmentcompleted andreleased15motordesigns.
 Departmentcompletedandreleased2generatordesigns.
 Provided Engineeringsupportduringthemanufacturing,fabricationandassemblyof the 15
motorsand 2 generators.
 Provided ProjectLeadershipfora newwindgeneratoropportunity.
 Implementedprocessesincluding designreviewsandproductionkick-offmeeting.
Hella Electronics Corporation, Flora, IL, January 2003 – March 2011
Hellais a manufacturerofrelays, flashers, acceleratorpedalssensors,rain/lightsensors,headlamplevelingassemblies,
vacuum pumps, inductive sensors, adaptive cruise control modules, memoryseat electronic modules, throttle position
bodysensors, roof controlmodules,rearview cameras,fuelpumpmodules,all-wheeldrivemodules,andchassiscontrol
modules for the automotive industry.
 PlantManager,Flora, IL, August 2004 – March 2011: Managed 2 manufacturing plants (175,000 and 30,000
sq. ft.) that had 5 surface mount assemblylines running 3 shifts with a peak employment of 600. In addition to
the manufacturing plants, the responsibility included a remote warehouse. Lead a financial turnaround
eliminating the potential plant closure. Afew of the most significant accomplishments for 2009 and 2010 are
the following:
o Salesreached$115,767,370(120%ofbudget)andproducedandshipped28.2millionunits.Thesales
growth was every year from 2004 to 2007 when some manufacturing was moved out of Flora
($84,838,547 (04-05); $131,724,922 (05-06); $156,890,721 (06-07); $177,251,206 (07-08);
$115,071,160 (08-09); and $115,767,370 (09-10).
o The actual Gross Margin was 14.5% of sales vs budgeted target of 4.7% of sales. Keys to that
success were the facts that Direct Labor 4.2% vs budget of 5.4% of sales and Indirect Labor was
8.2% vs budget 9.7%.
o Customer PPM = 6 PPM (Budget = 7 PPM)
o ThroughKaizenandimplementingleanmanufacturing principals, a production cost savings of $3.1M
was achieved.
o Plant wide Downtime was reduced by18.7%
o Inventory was $6.3M vs Budget $6.19M, freeing up cash for operations.
o During the TS16949 Registration Audit, the plant had 0 Non-conformances
o Initiated a Succession Planning and Management Development Program
o Budgeted and Initiated a Production Support Lean Manufacturing Development Rotation Program.
 Operations Manager, Electronics, January 2003 – August 2004: Directed the start-up of the Electronics
product manufacturing at the Hella in Flora, IL.
o Directed the transfer and production start of two BHTC electronic thermocontrol modules from the
Hella Plymouth facilityto the Flora.

3. o During 2003/04 fiscal year, managed the production operation of the thermocontrol assemblies
resulting in the production and sales of 180,381 assemblies and 238,343 KJ flasher assemblies.
o In 2003/04, thermocontrol sales exceeding $8M and was 121% of budgeted business plan.
o Deployed the 5 Star continuous improvement methodologyto the manufacturing cells and facilitated
improvements initiatives resulting in FFT ranging 96 - 100%, OEE ranging 80 – 90%, and PPM
reducing from 1500 – 2000 to 250 – 500 PPM.
Rexam Closures & Containers, Evansville, IN, Manager, Quality Assurance, July 2001 – November 2002
Rexam is a designer and manufacturer of custom and standard closures for the Health Care, Chemical, &
Food/Beveragemarketsegments.Themanufacturingoperationsinclude injection and compression molding as well as
assembly operations. As Manager, Quality Assurance, responsibility involved directing the quality functions of the
Evansville, IN; Princeton,IN; andMadisonville,KY facilities.ThisincludesQualityPlanning,Supplier Auditing, Customer
corrective actions, Internal Corrective & Preventative Actions, ISO 9001 certification, customer visits & audits, incoming
inspection,CMM laboratory,gagecalibrationandprocurement, and process auditing. The Qualitydepartment consists
of a staff of 4 QualityEngineers,3 Qualitytechnicians,1IncomingInspectors/SupplierCoordinator,2 CMM technicians,
2 Qualityauditors, and 2 Final Inspectors.
Kimball Electronics Group, Inc., Jasper, IN, Manager, Quality Management, June 1998 - July 2001
Kimballisa contractmanufacturerof electronic modules and assemblies for the high end computer business segment
(20%)and for automotiveelectronic businesssegment(75-80%). Keycustomers included TRW and IBM. Directed the
QualityAdministrationandManagementfunctions oftheJasper, Indianamanufacturingfacility. The Qualityorganization
consisted of 52 employees executing the functions of Advanced Quality Planning, Supplier Development, Corrective
Action, Failure Analysis, Receiving Inspection, and QualityAuditing.
Siemens Electromechanical Components, Inc., May 1978 – May 1998
Siemenswasa manufacturerofelectromechanicalcomponentsincludingrelays,flasher,circuitbreakers,andcontactors
for the general purpose market and automotive markets. Additionally, the company developed and manufactured
electronic productions including solid state relays, input modules, output modules, and other specialty electronic
modules. The following is a list of positions:
 QualityManagement GTR NAFTA, Princeton, IN, June 1997 to May 1998
 Acting Plant Manager, Casas Grande, Mexico, July 1997 to October 1997
 Staff Manager Quality, SQA, & Test, Princeton, IN, October 1995 to June 1997
 Acting Plant Manager, Marion, KY, June 1996 to August 1996
 Acting Manager, Quality, (Marion, KY, April 1996 to October 1996
 Production Manager, Marion, KY, October 1994 to February 1995
 Manager, Advanced Manufacturing. Engineering, Princeton, IN, January 1994 to October 1995
 Manager, Quality, Marion, KY, February 1992 to December 1994
 Staff Manager Approvals, Princeton, IN, September 1989 to February 1992
 Manager, Test Equipment Engineering, Princeton, IN, November 1982 to September 1989
Education
BS in Electrical Engineering from Purdue University, West Lafayette, IN
Continuing Education
 DMAIC for Managers
 LeanManufacturing/ValueStream Mapping
 Certified Six SigmaGreenBelt
 ShaininApprentice& Journeyman
 ISO/QS9000InternalAuditor
 ToyotaProductionSystem
 APQP
 SiemensManagementDevelopment
 Institute for Productivitythrough Quality
 SupplyChainManagement
 FinanceforNon-FinancialManagers
 CoachingandPraising
 Problem Solving/DecisionMaking
 ManagementSkillsforManagers
 BudgetProcessBusinessImprovement
 ComputerIntergratedManufacturing
 SAP, OracleandSytelineERP Systems