GREG ST. CLAIR

*** ***** ****** ****

Sidney, Ohio 45365

Home:937-***-**** email:acgi3p@r.postjobfree.com Cell - 937-***-****

OBJECTIVE

To obtain an organizational leadership position that allows my experience and leadership skills to

benefit the organization and the people that are members of it.

SUMMARY

Professional manager with extensive manufacturing experience. Excellent communication,

leadership, organizational and motivational skills. Team Leader as well as Team Player who is

readily adaptable to new concepts. Experience includes:

Lean Manufacturing Material/Inventory Training/Employee

Techniques Control Involvement

Direction of six to 400 Aluminum Die Welding and Metal

employees Casting Stamping

New Plant Start-up Paint Microsoft Office

Applications

Tier 1 and Tier 2 supplier Aluminum Wheel

Roll forming

Mfg.

Familiar and comfortable

Culture analysis and change QS9000; ISO 14001; TS

with Japanese management

systems and structure 16949

PROFESSIONAL EXPERIENCE

Celina Aluminum Precision Technology Celina OH

7/08 - Present

Senior Manager of Manufacturing - Aluminum Die Casting, Machining, Assembly

for Honda

1 In the Honda family as a supplier, so only customer is Honda.

2 Deliver as both Tier 1 and Tier 2 Supplier

3 CAPT is certified as both TS16949 and ISO 14001

4 Non Union facility with approximately 400 associates

5 Sales at this facility in a normal year approach $200 million dollars

6 Primary casting methods used in this facility are high pressure for lower engine

blocks, low pressure for cylinder head production, gravity casting for pistons

and tilt gravity die casting for water passages, knuckles and soon transfer case

applications.

7 The culture reflects strong associate involvement and teams. Also the management

team reflects a culture of strong participative management.

8 Personal involvement in downsizing and rightsizing the organization after the auto

downturn at the end of 2008 and during 2009. I was the only member of the Senior

Management team who had ever been through a downturn. We successfully managed

our way through the downturn and were able to hit the financial targets we set for the

business as we moved toward increasing sales and better financial health in the 2nd

half of the 2009-2010 financial year.

Imperial Fabricating of Texas (Decatur, TX)

12/06 – 7/08.

(A division of the Accuride Corporation )

Plant Manager – Metal Fabrication for the heavy truck industry

1Primary customers is PACCAR (Kenworth and Peterbilt)

2Deliver as both a Tier 1 and Tier 2 supplier

3IFC Texas is certified both TS16949 and ISO 14001

4Non – union facility

5Responsible for 3 production facilities with a total headcount of approximately 225

6Primary production processes used in the plants are stamping, welding (both aluminum and

steel), CNC, laser, press brakes, shears, and stretch forming

7Utilize a cost saving methodology of Lean Six Sigma

8Heavily involved in the implementation of Lean practices in the Decatur facility

9Re-built the Senior Management team in the Decatur facility

10Facility sales in 2006 were approximately $60 million

Formed Fiber Technologies (Sidney, OH)

11/05 – 12/06

Plant Manager – Trunk Carpet manufacturer for the automotive industry

1Primary customers – General Motors, Toyota, Honda, Nissan, Ford, BMW and Chrysler.

2Deliver product on both a Tier 1 and Tier 2 level.

3Tier 2 to Lear and HP Pelzer

4Utilized a six-sigma methodology in the company. Served as a champion to green belt projects

5Utilize a 24/7 production schedule

6Non – union facility

7Primary focus is plant organization and flow improvements, organization development, launch

improvements.

8Total plant size – approximately 325 associates

9Certified TS16949; ISO 14001

10Utilize a cost saving methodology of Six Sigma

AMERICAN TRIM LLC (Sidney, OH)

2002 – 7/2005

Production Manager - Metal Stamping and Welding Automotive and Heavy Truck

1Primary customers were International, Volvo, Mack, Freightliner

2Tier 1 to International, Mack and Volvo

3Tier 2 to Freighliner through Behr

2Increased profit by improving resource management, productivity and efficiency.

3Managed an hourly workforce of 300 hourly employees.

3Developed and implemented a manpower planning tool based on projected revenue for the

business period.

4Applied many tools of lean manufacturing on the shop floor.

4Instituted many visual factory ideas for improved downtime and productivity tracking.

4Participated in the business planning process by establishing targets for safety, overtime

reduction and operator development.

5Engaged in strategic planning for the business unit.

6Developed a downtime database for improved downtime tracking and clarification.

7QS 9000

ACK CONTROLS INC. (Glasgow, KY)

2001 - 2002

Manufacturing General Manager (Plant Manager) – Automotive Cable Assemblies

1Primary customers were Honda, Toyota, Nissan on Tier 1 and Tier 2 level

2Supervised hourly workforce of approximately 300 associates.

2Focused on improving profitability of the facility and successfully launching a production

operation in Tijuana Mexico.

3Implemented new visual management system.

3Created and put into practice an office support program to the MRB area to establish a better

working relationship between office personnel and floor associates.

3Instituted a new temporary manpower weekend strategy to reduce overtime.

4Created a molding plastic regrind program to reduce material costs .

5Improved usage of customer problem documents, which led to improved customer confidence in

company’s ability to identify root cause.

6Restructured plant organization to focus more attention on new model planning.

7Improved overall resource planning on a monthly basis.

8Implemented a scrap reduction program

9QS 9000

GREG ST. CLAIR

Page Two

PROGRESSIVE STAMPING INC. (Ottoville, OH)

2000 - 2001

(Part of Midway Products Group)

Production Manager – Metal Stamping and Welding - Automotive

1Primary customer was Ford on Tier 1 level

2Focused on improving the shop floor efficiency and productivity, which could lead to improved

profitability and efficiency

2Managed an hourly workforce of 200 hourly employees.

3Implemented the beginning steps of lean manufacturing.

3Introduced a customer orientation area in the plant which highlighted parts produced at PSI and

how they fit into the customer product.

3Improved visual management in the plant.

4Created and led a daily shop floor improvement tour to improve plant condition and identify

potential problem areas. This tour included the plant manager and all of the other managers.

5Applied production metrics to the shop floor.

6Served as participant in early planning process for ISO 14001.

7QS 9000; Q1 Certified by Ford; and ISO 14001

NORTHERN STAMPING INC. (Cleveland, OH)

1999 - 2000

Plant Manager - Metal Stamping and Welding - Automotive

1Primary customer was GM truck division – Tier 1

2Hourly workforce was unionized with both the UAW and the Teamsters and numbered

approximately 225 employees.

2Introduced the employees to world class manufacturing ideas to prepare them for the

implementation of lean manufacturing and to improve the shop floor organization and

efficiency.

3Development of job operation standards on the shop floor.

3Implemented a visual project management system to manage plant expansion.

3Improved parts flow and layout.

4Hired many key technical and management members to keep pace with business initiatives.

5Project leader of equipment expansion and building remodeling projects

6QS 9000

HONDA OF AMERICA MFG. (Marysville and Anna, OH)

1981 – 1999

Manager of Motorcycle Welding Department

Manager of Associate Development Group at Motorcycle Plant and Anna Engine Plant

Assistant Manager and Manager of Material Services Department at Anna Engine

Production Coordinator and Assistant Manager of Aluminum Die Casting and Paint

Departments at the Anna Engine Plant

Hourly Associate, Group Leader and Production Coordinator in the Motorcycle Plant Paint

Departments

All of the positions from Group Leader to Manager involved responsibilities related to efficiently

running either a line or a department.

1Managed budget and business plan development.

2Achieved a high level of success in associate involvement and development programs.

3Served as Project team leader and member.

4Involved in new plant start up experience at Anna Engine Plant.

5Certified instructor and master trainer of DDI material.

6Achieved high level of understanding of Japanese manufacturing systems.

EDUCATION

BA in Organizational Management 2005 - Bluffton University (Bluffton, Ohio)

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