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Plant-Manufacturing
Manager
04633
Industry:
Plastics, Automotive
Resides:
Michigan
Salary:
Open
Relocate:
Yes
On
the Market:
Professional
Experience
U.S. Farathane, Utica, MI
2000-2002
Plant/Manufacturing Manager
Automotive injection molding/assembly. $30 million in sales, G.M.,
Ford, Chrysler. 44 presses, some robotic. Urethane drive train
components, interior parts, connectors, cams, H.V.A.C. assemblies.
P/L responsibility, 175 hourly and 21 salaried. Manage manufacturing,
engineering, tooling, maintenance, processing and materials. Develop,
execute business plan. Develop, administer policies. Oversee
hiring, development, evaluation and discipline of staff. Champion
plant safety, continuous improvement, ergonomics, problem solving, ISO
14001, lean manufacturing, Q.S. and 5-S initiatives.
Scrap reduced from 8-10% to 2-21/2 %, P.P.M's, from 600 to 75, customer
concerns from 10 per month to none. O.E.E. improved by 20%.
Indirect labor reduced 30%. Internal non-conformances reduced 90%.
No deficiencies , Q.S. 9000 audits. Automated material handling
for a $500,000 annual saving. Met business plan for 2001, beating
plan for 2002. New businesses: Johnson Controls, Delphi, Visteon,
Ford/Diamler/G.M. (Microcellular Suspension Bumpers). Safety incident
rate improved 75%. Grievance rate reduced to none. Eliminated $200,000/
quarter inventory losses with production control initiatives.
Textron Automotive, Clinton Township, MI
1999-2000
Plant Manager
P & L responsibility - 250 hourly and 40 salaried. Turn around
assignment. Injection molding, assembly of automotive interior trim
components. Scrap was at 8%, with O.E.E.'s at 60%. Initiatives
improved these objectives to 2% and 80% respectively. Plant worked
7 day work week; work week reduced to 5 ½ days. Plant achieved QS
9000. Set up toolroom and 5-S employee empowerment teams.
Epic Components, AFL-LTD, New Boston, MI and El Paso, TX
1990-1999
General Plant Manager
Dual plant P & L responsibility - 180 hourly and 40 staff. Plant
managers as direct reports. Oversee Finance, Engineering, Manufacturing,
Quality, Tooling, Maintenance, Materials - Warehousing, Purchasing, Customer
Service and H-R.
Recruited to lead company's entry into complex plastic injection molding
of automotive electrical connectors at New Boston. Developed El
Paso's safety restraint components molding operation due to customer need
for Southwest presence. Both operations were Greenfield startups
coming in at budget - New Boston, $15 million; El Paso, $10 million.
Each featured precision molding presses (60-450 ton), automated assembly,
state of the art single direction material delivery systems, resin blending,
climate controls, molding machine shop floor control and cellular manufacturing.
Startup responsibilities: layout facility and systems, evaluate and select
machinery, recruit and develop staffs, develop plant procedures, business
systems, policies, employee handbook, and set up quoting guidelines and
supplier contracts.
Sales for 1998 were at $28 million with 1999 plan at $36 million.
Pretax margins at 18 - 25% with commensurate R.O.I.C.'s and inventory
turns despite 500 new tool startups, expansions, ownership change (AFL
paid 250% of the business book value to procure Epic due to it's profitability)
and a union suppression. Scrap at ½%, efficiencies above 95%, world-class
P.P.M.'s and customer on time delivery performance of 98% were key indicators
for 1998.
Other achievments:
· Q.S. 9000 - Q-1 within 6 months
of startup - Industry leader in Q.O.S. ·
Featured in "Plastics World" as world class molder
· Marketed as state-of-art molding
leader by Engel Manufacturing ·
Customer satisfaction delivery/performance awards
· Employee empowerment cost savings
at over 500 thousand for 1998 · Benchmarked
by Ford, TRW, Allied Signal, Kimball and Ogura
· Liberty Mutual best in class safety
- No lost time accidents ·
Profit margins increased 15%
Fitzsimons Manufacturing, Detroit, Michigan
1989-1990
Plant Manager
Tier I supplier of automotive tubular and stamped components to Ford,
GM, Chrysler and Honda. Sales at $25 million. 100,000 sq.ft.
facility featured precision steel slitting, tube milling,welding, cut-off,
forming, piercing, stamping (5-300 ton presses) and assembly. Accountable
for 200 employees. Direct staff reports: Manufacturing, Engineering,
Finance, Quality, Tooling, Maintenance, Production Control/Materials,
Human Resources, Purchasing and M.I.S.
Brownfield turnaround assignment. Management was unprofessional,
a negative union influence existed, local grievances were numerous and
scrap, efficiency, machine utilization and material yields were off target.
Profit and customer satisfaction were non acceptable. Turnaround
was achieved through staff changes, training, application of industrial
engineering principles, implementation of effective quality, processing,
maintenance, engineering and materials controls; union counter productivity
was overcome by application of appropriate policies and securing union
buy-in to employee empowerment.
Achievements
· Q-1 achieved ·
Material yields raised 15 - 25% ·
Scrap reduced 15 - 30%
· Absenteeism cut by 50% ·
O.E.E. up 20% · Grievances
cut in half
· Plant efficiencies up 15 - 20%
· Inventory turns up by 25%
· Die change time cut by 25%
Sheller Globe, Detroit, Michigan
1987-1989
Manufacturing Engineering Manager - Automotive Interior Trim Plants
· Corporate Productivity Improvement
Industrial Engineering Manager.
· Spearheaded application of new technologies,
upgraded quality, maintenance, inventory control, tooling, processing,
shop floor control systems.
· Broaden plant staffs in problem
solving and cost improvement.
Excello, Walled Lake, MI
1981-1987
Corporate Industrial Engineering Manager - Automotive, Aerospace
· Corporate trainer in S.P.C., problem
solving (8-D), Experimental Design (Taguchi), industrial engineering methods.
· Develop machine/labor standards,
cellular technologies, facility layouts, maintenance systems, and capital
equipment justification.
· Train plant staffs on cost improvements.
Education
College Wayne State University, Detroit, Michigan. Honors Graduate
PhB/BS.
University of Detroit, Detroit, Michigan. Economics/Finance
High School Frank Cody High School, Detroit, Michigan.
Honors Graduate. R.O.T.C. Commander, Detroit Corps of Cadets.
Seminars · Finance, Managerial
Grid, C.P.M., Kepner-Treghoe Problem Solving [Uniroyal].
· S.P.C. for shop floor and management, Applied Robotics - Fanuc, Manufacturing
Improvement - American Productivity Assn., Speeds and Feeds [Ex-Cello].
· G.D.T., Teambuilding, F.M.E.A., A.P.Q.P., computers [Sheller Globe].
· Q-1 Readiness, Teaming with Unions, Kan-Ban, The Goal and Your Shop
[Fitzsimmons].
· Executive Q. S. 9000, T.O.P.S. Problem Solving, Ford - S.P.C., Taguchi,
R.J.G Plastics
Technology, M.R.P. I - II, Benchmarking, Performance Management,
Finance for Non-
financial Managers, Union Avoidance, Building Teams, Cell Manufacturing
[AFL -
Electrowire].
· O.S.H.A. / M.I.O.S.H.A. Standards, Environmental Excellence, E.E.O.
and A.D.A.
Regulations, Financial Reporting [Alcoa].
· Lean Manufacturing, I.S.O. 14001 Implementation, Management Sensitivity
[Textron].
Other Scout Master, B.S.A. - Little League Baseball - Hockey,
Home Restoration, Jogging, Weight Training and Gardening, Model Trains.
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