Byron Heitz

Strategic leader with expertise in structured problem solving to enhance process efficiency and data-driven decision making. Proficient in training teams to achieve safety, quality, and production objectives. Experienced in optimizing raw material usage and finished goods output, reducing indirect labor costs and material waste. Knowledgeable in AMS (Andersen Management System) with a strong track record in working collaboratively to achieve goals.

• 2025: Lean Management Training, Bayport, MN
• 2023: Harvard School of Business CORE courses, Online (Business Analytics, Economics for Managers, & Financial Accounting)
• 2018: AMS Certification & AMS Leadership Training, Dubuque, Iowa
• 2017: AMS Kaizen Training & AMS Quality Training, Dubuque, Iowa

• Developed & implemented a new layout which utilized 40% less floor space while increasing output by 80%.
• DADEN Group, Grinnell, Iowa 2010: Orchestrated audit and subsequent sale of surplus assets by collaborating with third party appraiser: total value of liquidated assets was $475,000.
• PMX Metal Exchange, Cedar Rapids, Iowa 2004-2006: Leveraged strong interpersonal skills to act as a liason with client base across 13 states to grow national and govenrment accounts that generated $5 million dollars in revenue annually. Developed client relationship and sales through cold calls within a territory of 13 states. Leveraged these relationships to gain roles of increasing responsiblility with the design team, sales team, and customer relations for all accounts and projects exceeding $500,000.

• Team Lead on Kaizen event to increase the flow of wood and metal to work cells. Reduction in labor costs of $19,000 yearly.
• Lead team for ASO compliance certification including working with design, engineering, and IT. Initiated design change on product allowing product to pass ASO compliance certification. One time cost savings of $95,000.
• Updated outdated safety procedures when I volunteered to lead this improvement on second shift. The scope included, identifying fire exits, first aid, eye wash stations and emergency routes. Additionally, I developed a catalog for quick reference for hazardous material identification for plant employees, local rescue teams and OSHA at a time when due to attrition, there was a lack of resources with the Safety team.
• Mentored line associates for team lead positions, helping them identify opportunities to improve the existing processes, outlining expectations of the elevated role, practicing with them seeing areas of waste that needed to be eliminated. Leading this initiative correlated to $45,000 in waste reduction cost savings by reconfiguring workspace footprint and the movement of associates.
• Implementing processes to improve quality assurance among in-house vendors. This involved 250 associates between fabrication departments and production lines, one time waste reduction of $167,000.