Ronald A. Howdyshell

***** **** ****** ****, *******, MI 48118

Home: 734-***-**** Cell: 248-***-**** E-Mail: acsjoy@r.postjobfree.com

Operations / Quality Executive

Experienced leader in manufacturing, quality, engineering and operations management with P&L responsibility for up to $100M in revenue. More than 25 years of experience leading teams to establish and streamline manufacturing operations in growth and turn-around, union and non-union environments. Successful at improving bottom line results through the use of Lean manufacturing techniques and QOS. Expertise includes:

Plant Operations Management

Manufacturing Processes (Injection & Blow Molding, Paint Application, Foam, Assembly)

Facilities Engineering and Plant Maintenance

Labor Relations/Personnel Training & Development

Six Sigma / Lean Manufacturing Principles

Inventory Control & Supply Chain Development

ISO9001:2008, QS9000, TS-16949 Quality Systems

Environmental Compliance, ISO-14001

Product Design and Validation Testing

Professional Experience

Milsco Manufacturing Co., Jackson, MI Oct-2011 to May 2015

A supplier of industrial seating products for motorcycle, turf-care, material handling & industrial vehicles, and power-sport vehicles.

Director of Operations

Responsible for P&L and all aspects of operations for $65M non-automotive seat manufacturing facility.

Attained 10% year over year productivity improvement for labor and for scrap 2012 and 2013.

Quality PPM reduction (12 mo. rolling average) of 50% from 2011 to year-end 2012 and sustained thru 2014.

Instituted 5S for Safety Program to identify and address safety hazards to reduce incident rates for injuries.

Williamston Products Inc., Williamston, MI Mar-2010 to Oct-2011

A supplier of soft interior trim components for automotive interiors established in 2007. Products include headrests, door panel inserts, armrests, and shifter components.

Director of Operations

Responsible for all aspects of operations including manufacturing, quality, materials and logistics, purchasing, and process engineering. Revenue growth from 2009 to 2011 tripled from $10M to $30M.

Launched 5 new product lines in 2010 requiring hiring and training plans for 100 new hires (total 160 ee.)

Developed manufacturing plans and facilities launch plans to reorganize facilities for 3-fold throughput increase.

Operations Consultant, Chelsea, MI 2008 to 2010

Established an operations and quality systems consulting service. Clients have included:

BBK, Southfield, MI (2008-2009) – Work with distressed suppliers on behalf of automotive OE clients to improve operational performance or resource business to a more viable supplier. Developed budgets and executed plans to support tool transfers. Through analysis of tool purchase orders and on-site capital asset analysis, resolved ownership conflicts for assets prior to transfer of business.

Automotive Components Holding, LLC, Saline Plant (2009-2010) – Developed training guides and instituted production floor quality practices during 65%turn-over in 1,300-employee plant. Managed off-shift launch of spray urethane process, a new technology to the company.

Collins & Aikman, Southfield, MI 2006 to 2007

A global supplier of automotive interior systems, including textile and plastic trim, acoustics and convertible top systems with approximately $2.0B annual sales revenue.

Director of Operations Provided effective leadership during complex wind down and sale processes of North American Interior operations (9 locations; $300M revenue). Managed Exterior operations (5 locations $125M revenue) through sale of this business unit (Feb-07 to Jun-07).

. Collins & Aikman, Southfield, MI cont’d

Assumed responsibility as Plant Manager of Evart, MI fascia plant, with 500 employees and $75M in revenue.

Improved First Time Quality (FTQ) & Uptime of fascia paint system from 57% to 78% and from 65% to 80%, respectively, in 3 months, using root cause analysis; implemented Best-In-Class processing standards.

Visteon Corporation, Van Buren, MI 1998 to 2006

One of the world’s largest suppliers of automotive components and systems; The company was formed in 1997 as a subsidiary and spun off from the Ford Motor Company in 2000 with annual revenue of $18.7B.

Area Manager, Sheldon Road Plant, Plymouth, MI (2001 to 2006)

Produced 5.5 million vehicle heating/air conditioning units generating $850M annual revenue. Managed all aspects of cost, delivery, safety, and quality performance and personnel staffing and development within each area of responsibility, including the 44-press Injection Molding area, plant-wide Maintenance organization, Facilities Engineering and Industrial Engineering departments (45 salaried, 250 hourly employees).

Reduced Y-O-Y operating costs by 9.5% per year, approx. $8.5M, while reducing operating headcount by 60 people (2003 through 2005).

As a Plant Champion, implemented Visteon Manufacturing Operating System. Developed “Creating Continuous Flow” workshops to train hourly and salaried workforce on Lean concepts.

Improved the plant’s safety program from a corporate assessment (SHARP) Level 0 (2002) to Level 6 (2005), 2nd best within Visteon UAW facilities.

Exterior Systems Manager, Utica Trim Plant, Utica, MI (1998 to 2001)

Achieved $135M annual revenue producing one million fascias for Ford/Lincoln vehicles and 750K tail lamps (52 salaried/350 hourly employees) included (20) 750T-4000T injection molding machines, four lamp assembly lines, five fascia assembly lines, and 32 robot paint line. Additionally, managed instrument panel area when needed.

Reorganized Production, Engineering, and Maintenance departments for Exteriors business unit to achieve $6.1M cost reductions, 60% quality improvement, and 25% improvement in safety metrics.

Launched $6.7M process improvements in bumper paint system during first 6 months, and launched 14 new products in addition to annual color change-overs throughout entire period.

Reduced operating costs by $744K annually in Lamp area using Lean manufacturing tools;

Reduced PPMs in bumpers from 412 in 1999 to <60 in 2001.

Ford Motor Company, Dearborn, MI 1984 to 2000

Second largest automotive company worldwide with annual sales of $162B during this time period.

Area Manager – Saline Plant, Saline, MI (1996 to 1998)

Managed production, engineering, and new model departments for Luxury Car Instrument Panel area that generated $125M revenue with 20 salaried/225 hourly employees.

Emphasized shared objectives amongst departments to deliver 13% Y-O-Y cost improvements.

Developed operating and material cost budgets; managed new model launch process.

Led initial application of the Ford Production System (FPS)–Lean system based on Toyota Production System.

Production Superintendent – Saline Plant (1994 to 1996) Console Assembly and 90 press inj. molding area

Corporate Advanced Manufacturing Engineer (1991 to 1994)

Engineering and Production positions, Milan Plastics Plant, Milan MI (1984 to 1991)

Education

M.S. Manufacturing Systems Engineering, University of Michigan

B.S. Chemical Engineering, the Ohio State University

Tau Beta Pi engineering honorary

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