**** ******* ******* ********* 226-***-****

Belle River, Ontario, N0R 1A0 acqkoq@r.postjobfree.com Mobile 519-***-****

Senior Position – Plant Manager, Director, Vice President

Results orientated professional with a diverse background in P&L, operations, strategy, supply chain and quality management in a Just-In-Time global manufacturing supply chain. A committed leader in lean-manufacturing, six sigma and continuous improvement with proven skills in applying an analytical approach to problem solving. Brought in for high intensity crisis’s to manage teams and interact with customers for product launches, quality and delivery issues. Proficient in Greenfield launches, plant downsizing as well as implementation of management systems.

PROFESSIONAL EXPERIENCE

GATES CORPORATION (2012 – 2015)

Gates Corporation is a global diversified industrial company that provides power transmission and fluid transfer solutions at 106 locations in 30 countries.

www.gates.com

Vice President Manufacturing October 2013 – March 2015

Managed 7 plants in Canada, United States and Mexico. of which two were unionized, with sales of $500M. Manufactured belt tensioners, belts, hoses, couplings, tubing & assemblies for automotive and industrial OE customers as well as aftermarket customers.

Reported to the President of Gates NA. Generated $16.8M in hard cost savings during 2014 while closing one facility and moving work to two other facilities.

Generated $16.8M in 2014 cost savings by reviewing plants CI progress on a monthly basis and assisting plants in identifying opportunities with regular plant visits. Savings represented 4.4% of cost of production.

Expanded the six sigma and lean efforts to 20 plant staff dedicated 50% or more to CI with a plan to generate $5M in savings in 2015. Launched lean model cells in four facilities.

Closed a North Carolina belt plant and consolidated work in Arkansas and Mexico. Restructured Arkansas facility eliminating two layers of management. Directly managed and ramped up transferred belt production for six months in the Arkansas facility.

Reduced customer quality incidents 17% from previous year with technology improvements and monthly reviews of quality to facilitate improved problem solving.

Plant Manager – Gates Windsor 2012 – 2014

Managed unionized Infor facility with 250 employees and sales of $90M, manufacturing automatic belt tensioners, idler assemblies and other light assemblies.

Reporting to the Group VP, with complete P&L responsibility. Led a plant turnaround, increasing operating profit in 2012 by $9M from prior year.

Improved plant labour productivity by 40% in 12 months. Reduced cycle times on equipment, organized standardized work Kaizen events to improve work balancing in cells, reduced non-standard activities and improved efficiencies.

From Q1 2012 to Q1 2013 reduced Premium Freight by 95%, reduced overtime by 55%, reduced indirect staff by 19 while increasing sales 3%.

Implemented a strategic plan for 2013 with 10 key objectives including doubling aftermarket sales internalizations, improving productivity another 20% and reducing quality incidents by 20%.

Moved raw material inventory out of a 3rd party warehouse in 2014 and opened a 40,000 sq ft JIT warehouse. Was able to further reduce staffing and reduced material supply issues significantly.

MAGNA POWERTRAIN Concord ON (1985 – 2010)

Division of Magna International, one of the most diversified suppliers in the automotive industry; Magna Powertrain is a global supplier of powertrain components with approximately 30 manufacturing locations.

www.magnapowertrain.com

Director of Manufacturing & Quality Improvement – Diecast Group 2008 – 2010

Group included three facilities manufacturing aluminum diecast, machined and assembled engine and transmission components.

Reporting to the Group VP, successfully managed a product launch crisis with an OEM customer leading and coordinating efforts of facilities in Mexico and Toronto. Subsequently, managed closure and move of a 300 employee Nova Scotia facility manufacturing precision transmission components with $85 million in sales.

Working with demoralized employees being laid off increased output 15% and reduced staff by 10%.

At new facility designed lean line layouts for two main lines and improved productivity of two lines by a further 20% and 25%. Closed the plant ahead of schedule and under budget.

Outsourced non-strategic work, saving over $1M in move costs while achieving a product cost reduction.

Managed scheduling for all production and outsourced components during MRP implementation.

Director of Manufacturing & Quality Improvement – Engine Group 2007 - 2008

Group included 11 facilities with sales of $1B located in Canada, Mexico, China, South Korea and Italy. Products included a wide variety of engine components and assemblies.

Reporting to the Group VP, managed manufacturing and quality initiatives across multiple facilities. Primary areas of focus were product launches, new plant start-ups, quality concerns and lean manufacturing initiatives.

Led lean manufacturing initiatives at three facilities working with Toyota Supplier Support Centre and in-house teams on standardized work, one piece flow, first time quality, cycle time and downtime reductions. Achieved $1.5M in savings through productivity and quality improvements.

Travelled extensively to Greenfield facilities in Italy, Mexico and China reviewing facilities, quality issues, suppliers and assisting with plant start-ups and product launches.

General Manager – Rotoform division 2004 - 2006

Managed plant with 220 employees and sales of $50M, manufacturing automotive pulleys. Processes included CNC machining, stamping to 1200 tons, spinning, roll forming, welding and assembly.

Reporting to the Group VP, managed plant with complete P&L responsibility. Transformed plant from pretax losses of 10% of sales to breakeven. Increased sales 45%, while holding indirect labour costs constant and improving direct labour productivity 18%. Launched 24 programs transferred from another facility.

Organized equipment into synchronous cells and disposed of idle capacity to achieve productivity savings.

Reduced in plant WIP though scheduling changes and visible stock supermarkets in plant.

Outsourced steel purchasing to processing suppliers and arranged JIT deliveries to reduce raw materials.

Reorganized Purchasing and negotiated price reductions from component supplier’s equivalent to 3% per year through competitive quoting, product consolidation and new supplier selection.

Implemented 5S in plant, rationalizing layouts, automating processes, implementing visible management and improving ergonomics.

Increased sales from $38M to $55M by building customer relationships with improved service.

Assessed MIS system to create capacity plan and created new supply chain scheduling system by improving and re-launching MRP system.

Assistant General Manager – Splitcraft division 1997 - 2004

Managed operations in a plant with 280 employees, sales of $75M, manufacturing pulleys and rocker cover, engine cover and oil pan assemblies. Processes included injection moulding, welding, stamping, roll forming, machining & assembly.

Champion of six sigma launch in Engine Group with responsibility for two black belts and two green belts generating $250k savings while certifying four individuals.

Reorganized plant layout into synchronous cells to reduce manpower 50%, reorganized shipping to support JIT shipping with FIFO racking layout and IT / shipping systems.

Managed comprehensive ERP system implementation from supplier EDI and releasing to in-plant scheduling to customer shipment scanning and EDI transmission.

Managed the launch of a $20M machining and assembly line for a new product, building a team to manage and launch the line.

Created and implemented the quality system used for the entire facility to meet ISO and customer quality system requirements.

Previous Experience

Plant Manager – Innotherm Division 1994 - 1997

Quality Assurance Manager – Splitcraft Division 1992 - 1994

Production Manager – Splitcraft Division 1985 - 1992

EDUCATION

Queens University

Executive MBA (2012)

University of Western Ontario

Bachelor of Arts (1984)

PERSONAL

Keywords: SAP, MRP, ERP, EDI, Analytics, demand planning, finished goods, WIP, inventory control, CEO, COO, bottom line, mergers acquisitions; lean, automotive, consumer, tech, technology, food, beverage, retail, rail, manufacturing, construction, transportation, injection moulding, stamping, draws, assembly, welding, compression moulding, grinding, die casting, robotics, machining

•Former Ski Instructor and avid skier, enjoy weight training, tennis and biking

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