Doug Hunsley Bio/Background:
Education/Degree: BSIE Iowa State University 1971
Work History: (All with Trane/Am. Std./Ingersoll Rand)
1971 – 1976: LaCrosse, Wisconsin
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Manufacturing Engineer with major responsibilities
including process development, equipment/tooling
development/procurement, new product development
manufacturing core team member, lab unit (MO units)
build using factory processes, etc. Major programs
worked on summarized below.
CVHA (Air Cooled Centravac) – Primary responsibilities
for sheet metal and condenser coil manufacturing in Plant
4. This was an initial support assignment.
H/O Centravac – Hermetic/Open Centravac with primary responsibilities on
heat exchanger fabrication, assembly and test. Worked extensively on
developing end rolling (tube sheets) and internal rolling (tube support)
process and specs. Began supporting lead compressor ME at end of
assignment.
LOCV - Large/Open Centravac program where major assignment was process
development and build of Evaporator and Condensers for same. Coordinated
build of largest condenser (8000 T) at the time for lab testing.
CVHE – Three stage Hermetic Centravac program where primary assignment
was core team ME on project. Extensive work in developing processes and
facilitizing all phases including new interstage guide vane assemblies. All
volute, motor housing, suction cover, inlet guide vanes, and impeller
machining; compressor subassembly/assembly; shell manufacturing, and
final unit assembly and test. Interesting side project was developing a
fabricated impeller as an alternate to Aluminum die cast/machined impeller.
South side facility rationalization – Began developing master plan for Plant 4
becoming a primary fabrication plant and Plant 7 a primary assembly plant
for all Centravac and Absorption products. Plan was fully executed after I
moved to Rushville.
N Stamp certification – Trane began to pursue N Stamp cert for nuclear
business. I worked on several internal processes on manufacturing side to
support effort (including print control…remember the yellow paper?)
Union Carbide Recycle Cooler project – Shell side responsibility for
developing processes and executing in support of this program. Coordinated
build of some brazed Aluminum components in Plant 3 (part of Process
Division at the time) and final assembly/weld/and test in Plant 7.
1976 - 1983: Rushville, Indiana
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Manufacturing Engineering Mgr. (1976-78) – Primarily responsible for plant
expansion and new VAV product redesign. Project 369 was a new VAV
design featuring a die cast Aluminum Air Valve adaptable to three control
schemes (pneumatic, electric, and system powered). Developed and executed
urethane forming processes and extensive sheet metal fabrication processes
including three roll form fabrication lines.
Plant Manager (1978 – 83) – Profit and loss responsibility for Rushville plant.
Grew sales from $30mil to $45mil helped by new product and new
manufacturing economies. Worked extensively with local union (Sheet Metal
Workers, Intl.) with two labor agreements negotiated during my tenure.
Managed all site functions as direct line organization including production,
materials, quality, HR, finance, ME, etc.
1983 – 2010: Tyler, Texas
 Originally transferred to Tyler after Trane purchase of GE residential
business in 1982. I was the first salaried transfer from “old Trane” to the
newly acquired business.
 Manufacturing Engineering Manager – Department of 50+ degreed Engineers
plus clerical positions. Responsible for new product rollouts, site ME
support, IE support, manufacturing systems development/support, and
advanced process development.
 Materials Manager (now called Supply Chain) – Department of 150 salaried
and hourly positions with functions included of inventory control,
production control, material control, master scheduling, and shop floor
systems. Many of the hourly positions were in the areas of
shipping/receiving, crib management, material delivery/staging of
production areas, etc.
 Production Manager – Responsible for all front line supervisors and
remaining hourly production workers. Headcount varied from 30-55 salaried
and 1200 – 1800 hourly positions. Tyler operations consisted of sheet metal
fabrication, die casting, controls assembly, compressor fabrication/assembly,
tube fabrication, spine fin condenser coil fab, and high volume assembly lines
(5 lines). A very seasonal business with daily unitary rates of 2500 to
5000/day with a total plant Takt time of 20 seconds. This position expanded
in scope and changed titles to Process Owner – Order Fulfillment.
Management of the workforce (union shop), production attainment, quality,
safety, and cost attainment were primary metrics.
 VP/GM Tyler Business Unit – External title was Business Leader (Process
organization term) Position held for 6 years with business size peaking at
$1.2B in 2001/2002 time frame. Responsible for all aspects of Tyler
Business Unit except Design Engineering and some corporate support
functions (auditors, benefits, etc.)
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Director of Advanced Manufacturing Engineering – Responsible for all major
capital expenditures and larger development programs of entire Residential
business. Responsible for all RS manufacturing plants in areas listed
previously. Sites included Trenton (gas furnaces), Ft. Smith (light commercial
unitary), Vidalia (air handlers/coils), Monterrey (compressors) and Tyler
(split condensers).
Project/responsibility highlights during Tyler tenure:
 New platform product launches – Two major outdoor product launches,
new air handler launch, packaged unitary launch, and several smaller
product programs. Largest scope was new outdoor platform introduced
over 2 year period. Single largest capital product program approved by
American Standard Board of Directors ($60M). I was either the core team
member or VP at the time of these launches.
 DFT Certification – Tyler plant achieved DFT certification during 2001
while in VP position. Significant organization focus and alignment
necessary to achieve while simultaneously launching a new product
platform and converting on the fly.
 DFT software development – While Process Owner for Tyler I was
assigned to a 6 month project to represent the residential manufacturing
interests in the development of corporate wide universal DFT
planning/execution software. Flowpower as offered by JCiT was not
sufficient. Project team was in New York and design was complicated by
different business requirements of plumbing, Wabco, and Trane
businesses.
 All Aluminum coils – Brazed Aluminum expertise hired and process
development completed to introduce all Aluminum coil utilizing CAB
brazing process. This is process used on all micro channel coils but was
adapted for our designs.
 Labor agreements – Not lead but on management team during several
successful contract negotiations resulting in flexibility language required
for our DFT/lean business objectives. No strikes but lots of give/take.
 6 sigma Green Belt – Projects included helium mass spec elimination and
indirect supplies vending machines.
 Major highlights of capital equipment, tooling, and facility projects during
Tyler tenure:
o Stamping/roll form automated lines for pre-painted cabinet parts
o Powder paint lines
o Double wall cabinet construction processes including foam
insulation sandwiched with sheet metal outer and plastic internal
walls.
o Integrated press line with automated tool exchange systems – six
450 ton presses with flexible automation and tool
storage/retrieval.
o Complete redesign and conversion of 5 high volume assembly
lines with automated transfer, in line testing, final unit testing, and
major subassembly feeder lines synched to assembly sequence.
o Aluminum brazing processes (CAB)
o Fin presses and fin dies – developed China source as alternate to
Burr Oak
o Tube fabrication, ultrasonic soldering of Cu/Al transitions, and
unique spine fin processes (now 100 machines in process).