Gerard Douglas Jr.

**** ***** ******,

Clear Lake, IA 50528

C#: 641-***-****

Alt. C#: 256-***-****

Email Home : acd6zn@r.postjobfree.com.

http://www.linkedin.com/pub/gerard-douglas-jr/86/457/47a

BACKGROUND:

. (16) Years of proven Global Automotive OEM & Tier 1 Leadership in both

Non Union & Union Environments; as well as extensive Toyota Production

System (TPS) & Six Sigma Lean; ISO/TS Quality & Heavy Equipment

Manufacturing Management experience in Machining; Rubber Extrusion

Operations; Plastics Injection Molding; Foam Ring Line Operations;

Robotic & Manual Welding; Electro-Static Paint Operations; & Sub &

Final Assembly Operations.

EDUCATION:

. Kettering University; Flint, Michigan

. Degree: Master of Science in Operations Management.

Grade Point Average (GPA): 3.7

EXPERIENCE:

Director of Operations

Iowa Mold Tooling, Co., Inc. (IMT),

July 2012 to Present

An Oshkosh Corporation Company

Garner, IA

. Leads; Strategic Plans; & Directs all IMT Manufacturing Plant

Operations currently on a (2) Shift; 20 hour Operation for the

production of Field Truck Utility Vehicles (to include Dominator I -

IV; & Diamond Series; Site Star Mobile Lubrication Vehicles; and Tire

Service Vehicles - OTR - Commander I - IV) & Material Handling Systems

(to include Telescopic. Articulating, and Specialty Cranes; Tire

Handlers; Wallboards/Hydraulic Loaders) that service the Tire, Mining,

Construction, Material Handling, Equipment Dealers, and Railroad &

Utility Global Markets with an annual sales volume in excess of $120 -

140 Million; located on a 26 acre site; multi plant buildings; in

excess of 350,000 sq. ft. (combined facilities); 300 Employees & 88

Salaried/Office personnel & (9 Field Service Rep's) in a manner which

ensures maximum Operating Profit while minimizing Manufacturing &

Quality costs through effective utilization of manpower; equipment;

facilities; materials; and capital.

. Direct Reports include: (5) Production Area Managers; (1) Quality

Manager; (1) ME/Continuous Improvement Manager; (1) Materials Manager;

(1) Procurement Manager; (1) Facilities Manager; (1) 2nd Shift Plant

Manager; as well as all Indirect Department Support.

. Operations included: Cutting; Burn (1 Plasma & 2 Lasers); Bending; CNC

Machining (Automatic Lathes; Machining Center & Bridge Mill); Semi

Automatic Gas Metal Arc Welding (GMAW) & Automatic Robotic Welding (7

Panasonic Robots); 5 Stage Electrostatic Paint Operation using DuPont

Emron Elite Paint; Hi-Volume/Low Pressure Spray Application in

Painting Booths; Sub-Assembly; Touch- Up; Final Assembly & Quality

Inspection which is responsible for producing 5- 8 Field Truck Utility

Vehicles; 6 - 8 Telescopic Cranes; 1 - 2 Large Cranes per day; as well

as Military Product for Oshkosh Defense.

ACCOMPLISHMENTS:

. FY2014 YTD: 40% Quality Improvement in Large Crane Weld

. FY2014 Q3: 55% Quality DPU Improvement in Crane Assembly vs. FY14

Q2.

. FY2014 Q2: Successful Launch of United Rentals Truck Utility

Project.

. FY2014 Q1: Successful Implementation of 5 Stage Paint Line CAPEX

Project.

. FY2013: 22% Quality Improvement in Dominator Body Assembly

Line

. FY2013: 30% Pre-Delivery Inspection (PDI) Defects per Unit

(DPU) Improvement.

. FY2013: 93% Body & Cranes On Time Delivery Performance.

. FY2013: 45% FY13 Warranty Costs Reduction/ Improvement.

EXPERIENCE:

Plant Operations Manager

TI Automotive Systems, Cartersville, GA

September 2011 to June 2012

. Lead, Strategic Planned; & Directed all TI Automotive Systems

Manufacturing Plant Operations on a (3) Shift Operation for Fluid &

Brake Line Production for Major Global OEM Customers (Mercedes Benz;

BMW; Ford; Nissan; and Kia/Hyundai); with an annual sales volume in

excess of $60 Million; located in (2) Separate Plants; in excess of

225,000 sq ft (combined facilities); 275 Non-Union employees & 30

salaried/indirect personnel in a manner which ensures maximum Return

on Assets (ROA) employed while minimizing Manufacturing & Quality

costs through effective utilization of manpower; equipment;

facilities; materials; and capital.

. Direct Reports include: (5) Area Production Managers; and all Indirect

Department support.

. Operations included: Cutting; Press; End Forming; Stripping; Bending;

Sub-Assembly; & Quality Inspection which is responsible for producing

& transferring approximately $1+ Million in Brake & Fluid Tubes sales

a week.

ACCOMPLISHMENTS:

. Successfully Turned Financially Unfavorable Profit & Loss (P&L)

Performance in CY2011 to Favorable Performance in CY2012.

. TI Automotive Cartersville remained Union-Free due to the

implementation a Problem Solving & Employee Engagement Culture.

. Oversaw the successful set-up of new State of Art ATL Press &

Stripping Machine & the set-up of Press & Strip machines transferred

from TI Mexico City, MX. To Cartersville.

EXPERIENCE:

Director of Operations

Mack Trucks, Inc, Macungie, PA

February 2011 to August 2011

. Lead; planned; organized; & directed all Mack Manufacturing Plant

Assembly Operations currently on a (1) Shift Operation (but ramping to

2 shifts in August 2011) for Highway, Construction, Conventional; &

Refuse production; with an annual sales volume in excess of $2.3

Billion; on a 30 acre site; 1,000,000 sq ft facility; 800 employees

(approximately 1000+ Union hourly employees & 110 salaried after the

launch of 2nd Shift) in a manner which ensures maximum return on

assets (ROA) employed while minimizing manufacturing costs through

effective utilization of manpower; equipment facilities; materials;

and capital that allows for maximum return on assets & attainment of

all Financial Targets;

. Direct Reports included: (4) Manufacturing Business Unit Managers &

(17) Front-line Manufacturing Supervisors; (8) Quality Engineers; (11)

Mechanical/Industrial Engineers; (1) Maintenance Business Unit

Manager; (1) Safety Unit Manager; & (2) Safety / Environment Health &

Safety (EHS) Supervisors.

. Operations included: (1) Paint Department; (3) Cab Assembly Lines

(Conventional; Refuse; & Sleeper); (2) Main Chassis Assembly Lines; &

(1) Final Assembly/Repair Area which are responsible for producing &

transferring a current daily rate of (84) units.

ACCOMPLISHMENTS:

. Reduced Direct & Indirect Labor Overtime Costs by over 50% - YTD 2011

versus CY 2010.

. Developed and implemented a Final Assembly/Repair Stall Tracking

Efficiency System.

EXPERIENCE:

Plant Operations Manager

Case New Holland, Wichita, KS

March 2008 to January 2011

. Direct reported to Director/Chief Product Officer (CPO).

. Lead; planned; organized; & directed all Manufacturing Plant

Operations on a (2) Shift Operation for New Holland & Case Brand

Wheeled & Track Skid Steer production; with an annual sales volume in

excess of $500 Million; on a 80 acre site; 500,000 sq ft facility; 400

employees (approximately 400 non union hourly employees & 50 salaried)

in a manner which ensures maximum return on assets (ROA) employed

while minimizing manufacturing costs through effective utilization of

manpower; equipment facilities; materials; and capital.

. Direct Reports included: (5) Manufacturing Area Managers & (17) Front-

line Lead Supervisors; (4) Quality Supervisors; (8) Mechanical Process

Engineers; (1) Maintenance Manager; (1) Safety Manager; & (1)

Environment Health & Safety (EHS).

. Operations included: (2) Weld Departments utilizing (23) Motorman

Robots & (103) Manual Weld Stations for Tack; Finish; Test; & Small

Parts. (1) Paint Department utilizing an Acrylic Paint; Electrostatic

Gun Application process; & (5) Phase Wash process; and (2) Skid Steer

Assembly Line Operations; (1) New Holland & (1) Case; each producing

(40) units per line daily.

ACCOMPLISHMENTS:

. Safety & EHS: 700+ Days (0) Lost Work Days.

. Quality: CQA Audits: Case/NH: 2008 - 2010 - 62% Quality Improvement

. Delivery: 2008 - 2010 - 100% On Time Delivery/Okay To Ship

. Morale: 2010 Hourly Employee Quarterly Success Share - Best on Record

. World Class Lean Manufacturing (WCM) 2010 Audit: Achieved Highest

Score in NA.

. Wichita CNH remained Union-Free due to the implementation a successful

Problem Solving & Employee Engagement Culture.

EXPERIENCE:

2nd Shift Site Plant Manager

General Motors/Delphi: Gadsden, Alabama

March 2006 to March 2008

. Lead; planned; organized; & directed all 2nd Shift Plant Operations

which entailed leading an Organization of approximately (85) union and

non-union hourly associates. Responsible for production of the ML and

GL Class Interior Instrument Panel (IP) Assemblies for Daimler AG;

Mercedes Benz Cottondale, AL; North America Operations.

. Departments included: Injection Molding; (1) 220; (2) 400; (2) 440;

(3) 660; (4) 1000; & (2) 3000 Ton Engel Presses; (4) Linden EMB

Foaming Tables/Ring-Lines, and Production Sub-Assembly Operations in:

Instrument Panel (IP) Dashboards/Cockpits, Glove Box, Arm Rest, and

Drivers Side and Passenger Side Lowers.

ACCOMPLISHMENTS:

. 2005 To 2006: 2ND Shift's performance directly contributed to Gadsden

Plant's 40%+ MI/OE Improvement.

EXPERIENCE:

Production Area Manager

General Motors/Delphi: Vandalia and Dayton, Ohio

August 2000 to March 2006

. Responsible for daily OEM production in multiple departments to

include: Brake Linings, Brake Hose, Brake Hose Fittings,

Hydraulic Mounts; which included: (1) Mix Room & Bake Oven; (4)

extruders; (1) mini shot blaster; (29) Braider Machines; (3)

Rubber Extruders: Outer Cover; Cushion Liner; & Innertube; (2)

Header Machines; (6) Chucker Machines; (9) Hydromats; (1) Brazer;

(1) Plater; (30) Hydraulic Mount Presses; and subassembly

operations.

Drug Enforcement Administration

May 1987 to July 2000

. Served as junior agent, senior agent, and then as a Resident Agent in

Charge. Assignments included Newark, NJ; Houston, TX; and Boise, ID.

Provided expertise and directed operational activities on

investigations targeting the higher criminal echelon of organizations

with national and international ties.

HONORS/TRAINING:

. Extensive Lean Training in Toyota Production Systems (TPS); Six Sigma,

Fiat/CNH World Class Manufacturing (WCM); Mack Production Systems

(MPS); TI Automotive Production Systems (TIPS); and Oshkosh Operating

Lean System (OOS).

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