James R Kirwan

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

Phone: 734-***-**** Email: jameskirwan66@gmail

Senior operations executive with strong Tier One Automotive leadership and P&L responsibility in single and multi-plant settings. Expert at executing automated manufacturing systems/processes and operational excellence initiatives. Effective change agent and team builder, while enhancing performance, improving quality, reducing costs, and generating sustainable ROI gains, with demonstrated success in turning around under-performing operations. Proven leader with a strong focus on deploying Lean to improve the organization’s performance. Successful track record in improving customer satisfaction and meeting the operational and strategic objectives of the organization necessary to grow the business. Former owner of an $11.4M & 74 employee Program Launch/Management Company.

Lean Manufacturing Implementation

Multi-plant management

Strategic planning and budgeting

Cap expenditure planning

Journeyman Tool & Die Maker

Customer, Supplier & OEM Relationships

New plant startup

Union/non-union experience

Welding, Laser Cutting, Stamping, Forming

Strategic business development

PROFESSIONAL EXPERIENCE

L&W ENGINEERING, New Boston, MI 04/2013 to 09/2015

A Global $700M tier one supplier of complex BIW assemblies and chassis metal components, body and structures assemblies, and module systems, as well as, PHS (Hot Stamped Parts) and assemblies.

Senior Program Manager/Program Launch Engineering Manager

Manage several program launches simultaneously across various OEM’s

General Motors – Tech Review, Pre-Production Milestones (MRD0,1,2 etc.), including all documentation required; 1411’s, 5-phase Problem Solving, PAST Score requirements per Milestone Build, Buy-Off and PPAP requirements, as well as, MCR and EC management.

FCA - Tech Review, Pre-Production Milestones (TT, VPA and VPB), including all documentation required; Carpet Reports, Blue Point Dimensional Mapping, Kaizen Reporting, PDR (Production Demonstration Run or R@R) requirements per pre-production events. I am very experienced in the Meisterbock Part Quality Process, and the idiosyncrasies of driving to nominal.

Ford Motor Company – Ford Engineering Statement of Work (ESOW), APQP/PPAP Readiness Assessment (Schedule A), Global 8D System, Capacity Analysis Reporting (CAR), Capacity Verification, Global Product Development System (GPDS), Supplier Request for Engineering Approval (SREA), GPRS Orders (Prototype ordering system) as well as Ford specific PPAP/PSW requirements.

Tesla Motors - Tech Review, Pre-Production Milestones (RC1, RC2). Extreme testing requirements. The “Tesla Culture” – 24/7 availability, and do whatever it takes, because “Nothing is impossible!”

DELOITTE, Detroit, MI 2009 to 2013

The automotive division of Deloitte & Touche and Deloitte & Touche LLC.

Manufacturing Plant Consolidation, Turnaround and Capital Equipment Specialist

Tooling consultant for the GAMS (Global Asset Management System)

Program/Project/Platform supplier tool auditor – FORD LAND

AILS CORPORATION, Wixom, MI 1997 to 2008

A provider of automotive consulting, program management/launch, special audit assignments, tool costing and procurement for the automotive field. Specializing in small- to middle-market companies and providing customized solutions for clients that improve bottom line results. Featuring proven transformation processes that focuses on reducing risk and reaching competitiveness.

Vice President and Majority Owner

Start-Up Company 1997 ($3,000 investment) to $11.4M revenue & 74 employees 2008

oEstablished Project Management Office at client site.

oResponsible for the development of new services and license business opportunities in the assigned region.

oResponsible for the recruiting, management and career development of consulting staff,

oProvided project turn-around expertise at the customer site with emphasis on regaining customer confidence.

oResponsible for staff/account management and prioritization and forecasting.

oMet professional services revenue and profit quotas while managing regional P&L.

oProvided delivery management to ensure customer satisfaction and reference-ability

oDeveloped project plans and assumed responsibility for project profit and loss.

oMonitored project activities and advised staff of issues due to resource availability.

Launches & Projects:

Acting Vice President of Manufacturing (2006 to 2008)

Led all production initiatives for this consumer appliance manufacturing company with annual sales of $100 million. Translated long-term strategic objectives into short-term manufacturing strategies and managed 4 manufacturing facilities located in Canada (1) and the United States (3), employing 1,700 union/non-union employees. Negotiated with vendors and held autonomous oversight for capital projects valued up to $45 million.

Created an Operational Excellence model that detailed best practices for critical processes and formed/trained technology teams to implement the best practices at all 4 manufacturing sites, saving $17.5 million annually

Reorganized maintenance, reduced the number of sub-contractors from 55 to 28, improved scheduling processes, and installed new production-line technology, reducing controllable costs by $8.6 million annually.

General Manager (2004 to 2006)

Steel Stamping/Weld & Assembly Manufacturer. Accountable for manufacturing, capital equipment justification, process improvements, cycle time reductions, costing, scheduling, risk initiatives, distribution, warehousing, procurement, finance and HR. Managed 260 union/non-union employees and 13 production lines, with an annual operating budget of $185 million and a capital budget of $40 million.

EDUCATION

PMP Certification (1997)

Journeyman Tool & Die Maker (1987)

Michigan Employment Law Certification (1998)

OESA (Original Equipment Supplier Association) (2000)

5-Phase Problem Solving (2002)

GM Certified TMC (Tool Move Coordinator) (2002)

Kaizen Specialists (2003)

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