Lawrence S. Hansen

***** ********, ********** *****, ** 48335 734-***-**** acph4a@r.postjobfree.com

Operations and Quality Executive

Proven operational and technical leader with highly developed organizational expertise. Decisive,

innovative and results oriented, hands on manager with excellent interpersonal, communication, team

building and motivational skills. Record of success in diverse industries, environments and turnaround

situations. Proven areas of competencies include:

• • •

Process Development & P & L Accountability Change Agent

Integration

• • •

Production Scheduling APQP Multi-Site Project

Management

• • •

Lean Manufacturing Supplier Quality International Operations

• • •

Start Up / Turn Around Capacity Planning New Product Launches

Professional Experience

Halla Visteon Climate Control Feb 2013 to Present

Visteon Climate Product Group Oct. 2012 to Feb 2013

Van Buren TWP, MI

Global Quality Director

Lead the global HVCC team in the primary objective of developing and insuring world class product and process

quality. Responsibilities include:

• Develop and implement a Global Quality Operating System using Voice of the Customer and Voice of the

Process to define product and process improvements and insure manufacturing capability to exceed Safety,

Quality, Cost and Delivery targets.

• Develop and implement global KPI’s and a standard reporting system to provide a detailed overview of

manufacturing plant and product quality performance to the executive leadership team.

• Lead the Global Task Force Team responsible for standardizing the manufacturing processes globally as well

as driving product and process improvements to achieve best in class quality for compressors.

• Manage significant customer issues by leading the cross functional HVCC team and interface with the

customer to resolve the issue and mitigate issue severity.

• Define and manage quality department costs to meet annual budget requirements.

• Supplier quality assurance for all purchased parts.

• Primary interface for product and process quality with global customer executives.

• Reduced R/1000 warranty for compressors for one customer by 75%.

Johnson Controls, Inc. January 2011 to October 2012

Plymouth, MI

Director of Quality

Provide leadership and direction for 5 seating JIT plants insuring that the manufacturing processes support world class

quality and delivery to GM and Ford. Responsibilities include:

• Define and implement a manufacturing system that supports safety, quality, cost and delivery.

• Support new product launches to insure that programs meet customer requirements for quality and delivery.

• Direct investigation and closure of potential product safety concerns for both supplier and manufacturing

issues.

• Lead supplier quality improvement activities for both internal and external suppliers

• Lead cross functional teams in problem solving activities for design and manufacturing issues.

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Nissan North America June 2006 to January 2011

Senior Manager – Nissan Supplier Restructuring Group May 2009 to January 2011

Franklin, TN

Directed a cross functional management team in a $20MM acquisition of four modular assembly and component parts

plants from a bankrupt supplier. Through my leadership, this team defined the plan to acquire the assets, continue

operations under a holding company and developed the long term operating plan under two new suppliers. Primary

responsibilities included:

• Completion of due diligence for assets, personnel, financial records, real estate, maintenance, engineering and

quality history.

• Negotiate and define the Asset Purchase Agreement and Accommodation Agreement.

• Negotiate pricing, terms and conditions of acquisition.

• Negotiate new labor agreement.

• Conversion of old supply base by release of new part numbers, establishing new purchase agreements and

completing new PPAP for all Tier 2 supplier components.

• Define and develop the supply chain and manufacturing plan post-closing.

After completing the acquisition, I directed the day to day operations of all four plants with full P&L responsibility.

Through the application of Kaizen and disciplined cost cutting initiatives, I directed the turnaround of a losing

company to a profitable operation. Key accomplishments include:

• Improved corporate profitability 277% in 5 months (loss of $4,958.4M in Dec ‘09 to a profit of $ 2,2804.8M

in April ‘10)

• Reduced labor CPU $7.07 (5.87%) in Canton and $2.93 (3.55%) in Smyrna.

• Reduced on hand inventory 15% over 4 month period.

• Reduced PPM from 640 to 9 in 4 month period.

• Reduced logistics cost by 50%.

• Transitioned operations from the old supplier to Nissan and then to the new suppliers without major

disruption or quality degradation to two Nissan assembly plants.

Senior Manager - Parts Quality Engineering June 2006 to May 2009

Canton, MS

Responsibilities include staffing, training, setting department and individual objectives and deliverables, defining

department procedures for supplier quality and development in the areas of APQP, current supplier quality, supplier

development and warranty resolution for new PQE department. Directed the day to day activities of 3 managers and 24

engineers. Interfaced daily with other department heads to resolve build issues and improve overall vehicle quality.

Key accomplishments include:

• Developed and implemented a training program for suppliers in lean manufacturing principles quality system basics

such as Standardized Work, Quick Response Quality Control (QRQC), TPM, PFMEA and Kanban Scheduling.

• 50% Reduction of key supplier PPM.

• Development of supplier performance process during the IQS period for quality metrics.

• Implementation of proactive containment process.

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Blue Water Automotive Systems Nov. 2005 to June 2006

Marysville, MI

Plant Manager/ Director-Quality & Engineering

Hired in November as Plant General Manager responsible for operations, quality, production control, plant engineering

and overall P&L for a $30MM/year injection molded plastics operation. Under my direction, labor as a percentage of

sales was reduced from 28% to 19%, unscheduled overtime was eliminated, scheduled over time was reduced 50%,

customer concern notifications were reduced from an average of 20 per month to 6 in January, all third party

containment activities were eliminated and premium freight was reduced from an average of $16,000/month to $4,050

for the month of January. Due to major customer quality concerns, responsibilities of corporate quality assurance was

added to my responsibilities. In this role, I defined and implemented the quality system for six plants. By directing the

activities of quality managers and engineers, quality tools such as PFMEA, Control Plan, Layered Process Audits and

Quick Response Quality Control were trained and implemented in all plants. As a result, one plant was removed from

new business hold status with GM and quality in all plants improved significantly.

General Motors Corporation May 2000 to Nov. 2005

Warren, MI

Supplier Quality Manager August 2003 to Nov. 2005

Manage a group of salaried engineers in the Advanced Part Quality Planning / Supplier Development

process for over 60 North American Tier 1 suppliers. I was directly responsible for the complete supplier

production readiness process from design concept through start of production, ensuring that suppliers

meet GM deliverables for part quality and capacity. In unison with peers from product engineering and

purchasing, managed the sourcing process delivering manufacturable parts and components at best

possible cost. Acted as supplier quality/ supplier development leader for the purchasing creativity team,

evaluating potential suppliers for new business and making recommendations on past and current quality

and on time delivery performance. Lead and participated in VA/VE projects at suppliers in order to

feasibly meet GM’s cost reduction initiatives. Identified and managed resolution of potential problems in

the supply base. Managed budget, personnel, and presentations to executive staff. Accomplishments

include:

• Managed 23 engineers in the vehicle restraints and total interior commodities. Improved performance

metrics of the group by 124% before being moved to lead a group of 17 engineers in exterior lighting,

fascia’s and movable tops with a mandate to fix lighting as a commodity and improve the group’s

metrics.

• Lead executive leadership team in managing performance improvements of a key strategic supplier.

• Developed and implemented a process for managing parts from release through PPAP and

Run@Rate that is now a department standard.

• Personally led comprehensive restructuring of material flow, manufacturing process and quality

systems at a tier 1 supplier that was responsible for stopping production at a GM assembly plant.

Through my teams efforts downtime at the GM plant was minimized to 3 hours. Expedited shipments

continued for 8 days at which time normal shipping operations resumed.

• Directed key late sourcing decision to a high performing supplier limiting risk and insuring timely

program execution.

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General Motors Corporation May 2000 to Nov. 2005

Supplier Quality Launch Manager May 2001 to Aug 2003

Pontiac, MI

Manage supplier quality and purchasing activities in conjunction with the launch of new vehicle programs.

Primary responsibilities include managing daily activities of a small group of engineers and buyers, work

load allocation, core launch team membership, problem solving and ensuring that all part quality issues

are resolved without loss of units or major disruption to the assembly plants.

• Managed 4 major vehicle launch programs resulting in zero supplier caused spills, stock outs or

downtime to GM.

• Developed process for managing the temporary work order process that is now a global launch

process standard.

• Mentored and trained new launch managers.

Sr. Supplier Quality Engineer May 2000 to May 2001

Pontiac, MI

Provide SQA and purchasing support to the GMT 360 Launch Team. Assigned to the Trim IRT, primary

responsibilities include acting as the liaison between suppliers, product engineering, purchasing and the

assembly plant ensuring all part quality issues in area of responsibilities were resolved in a timely manner.

Penske Truck Leasing Corporation May 1997 to May 2000

Plant Manager January 1999 to May 2000

Flint, MI

Manage the startup and daily operations of a 300,000 square foot logistics optimization center providing

sub-assembly, sequencing, kitting and bulk and carton material delivery “just in time” to Flint Assembly

for the GMT 800 program.

• Managed 24 salaried and 300 UAW employees.

• P & L responsibility.

• In 9 months, acquired land, negotiated tax and permit issues, managed facility design and

construction, developed plant layout and processes, equipped and staffed the plant, designed and

implemented the quality and lean manufacturing systems and began product delivery.

• Obtained financial training grants from the State of Michigan.

EDUCATION

2003 to Present Masters of Science- Mfg Operations, Kettering University (in progress)

1980-1985 Bachelor of Science-Civil Engineering, University of Southern Colorado

Professional

Certified Manager of Performance Excellence – Mississippi College School of Business

Six Sigma Green Belt Certification (GE)

Shainin “Red X” Apprentice

Community

Junior Achievement Volunteer of the Year for 2008

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