Manager Quality

Erik A. Brodin

**** ********* ******* • Toledo, Ohio 43606

C: 419-***-**** • ****.*******@*******.*** • http://www.linkedin.com/in/erikbrodin

Manufacturing Plant Operations Executive Management

Startups and Turnarounds

*

Fast-paced manufacturing leader and problem solver with expertise in startup, turnaround, production expansions and fast growth situations. Resolve operational problems and execute solutions to improve efficiency and quality.

* Take charge and lead by example. Offer solid leadership and understanding of all aspects of operations and financials. Implement roadmaps for change on the production floor.

* Lead and empower teams to become accountable and to continuously improve quality and efficiency. Demonstrate leadership in collaboration by building effective teams and promoting respected business acumen. Work collaboratively with trade professionals and union leaders.

Performance Scorecard

* Improved uptime and quality to a level that discontinued airfreight of finished goods in less than 3 months saving $3/4 million per week.

* Turned around incomplete and abandoned project (chapter 11) through commissioning and startup operations concurrently with minimal impact to program startup schedules (no lost production to program after 3 months) .

* Toledo Paint recognized as the number one productive paint facility two years in a row by Harbor and Associates.

* Improved production uptime by 25% through preventative maintenance practices at Lansing Car Assembly.

* Reduced labor costs by 22% in 3 years at Lordstown paint shop through lean & quality process improvements.

Career Summary

MAGNA STEYR; Troy MI • 2006 – April 2012

Director Manufacturing Magna Steyr NA

Special Assignment – Magna Cartops – Toluca Mexico (March 2011 – December 2011)

Reporting to the Vice President of Magna Steyr NA. Tasked to improve operational performance of a struggling product launch far behind schedule with poor quality, incomplete production systems, and utilizing expedited freight practices.

* Schedule attainment achieved in 2 months by implementing lean process improvements.

* Improved FTC by 30% by implementing stringent dimensional build checks and encapsulation process controls.

Plant Manager – Toledo Paint Facility (Chrysler Toledo Supplier Park) August 2006 – February 2011

Reporting to the Vice President of Magna Steyr NA, recruited to support all activities associated with the OEM Wrangler paint facility. Toledo Paint was taken over from bankruptcy when 90% completed at program pilot activity phase. Providing leadership to 9 direct reports and 26 indirect reports and a labor force of 350 operators.

* Challenged with taking over startup after Haden Prism filed for bankruptcy and Chrysler regained control of assets. With 50% of staff, hired remaining salaried personnel and 25% of trades and engineers.

* Went thru pilot and commissioning simultaneously meeting production acceleration schedules after three months.

* Led plant to achieve capacity gains of 10% through continuous process improvements.

* Productivity gains of 28% over 3 year period – facility recognized as #1, 2 years in a row by Habor reports.

* Erik A. Brodin

* C: 419-***-**** • ****.*******@*******.*** • http://www.linkedin.com/in/erikbrodin

GENERAL MOTORS CORPORATION; Detroit, Michigan (January 1979 – October 2005)

Advanced rapidly to positions of increased leadership and P&L oversight.

Director of Maintenance and Manufacturing Engineering – Lansing Car Assembly; Lansing, Michigan (2003 – 2005)

Led initiatives to maintain operations of plant scheduled for closure with minimal investment for 5.5 years then cease plant operations, disassemble energy sources, and raise the facility of GM’s highest volume plant.

* Reduced monthly torque noncompliance issues from 12 to 0.25 per month.

* Generated $1.2 million in cost savings to budget by centralizing spare parts processes.

Director, Paint Operations – Lordstown Assembly; Lordstown, Ohio (1998 – 2003)

Provided leadership to a three-shift operation with 480 production staff and 45 salaried professionals. Managed a

$750 million budget painting for ~430,000 vehicles produced annually. Executed lean concepts, productivity improvements, and improved performance to budget.

* Integrated lean initiatives to include standardized work, in-process control, quality feedback, work place organization and visual management yielding productivity improvements of 22% in three years.

* Significantly improved union relations measured by a reduction in grievances from 2.7 per employee to .043 over 3 years and led measures to increase open communications.

* Implemented process improvements achieving an annual energy savings of $1.2 million through the elimination of wet sanding and oven. Improved productivity by $400,000 by eliminating a second prime booth operation.

* Recorded improvements in J.D. Power Paint Finish scores from 5.3 problems per hundred to 1.0 PPH in 3 years.

* Improved OSHA recordable rate by 3.01 from 8.76 to 5.71 in two years.

Director, Production Operations, Lordstown Assembly; Lordstown, Ohio (1996 – 1998)

Promoted to direct assembly operation during alternative shift production schedule to meet 600 units of production per shift while achieving quality and cost targets. Maintained all aspects of operations, production, material, maintenance, and a labor force of ~1,000 employees.

* Improved performance target by nearly 4% with no overtime (93.4% to 97.5%).

* Drove increases in quality first time acceptance rates by 25% from 68% to 82%.

* Negotiated with the UAW for a revised holiday work schedule yielding fewer cold startups and no added labor costs.

* Recognized as the first manager to achieve OSHA 1,000,000-hour award for production.

Director, Quality & Strategic Planning, Lordstown Assembly; Lordstown, Ohio

Director, International Program Management – Iraq Project; Middle East / Africa Operations

Manager, Strategic Planning GM300 Program; Warren, Michigan

Manager, Strategic Planning Midsize and Sports Cars; Warren, Michigan

Supervisor, Industrial Engineering; Norwood Assembly Plant; Norwood, Ohio

Advanced Product Labor Estimator – Industrial Engineering; Warren, Michigan

Industrial Engineer - Framingham Assembly; Framingham, Massachusetts

Education and Professional Development

Master Business Administration • Western New England College; Springfield, Massachusetts

Master Comprehensive Planning • University of Rhode Island; Kingston, Rhode Island

Bachelor of Science – Manufacturing Engineering • Worchester Polytechnic Institute; Worchester, Massachusetts

Covey’s Seven Habits of Highly Effective Leadership • Salt Lake City Utah

Leadership and Strategic Business Management •University of Pennsylvania Wharton School of Business

Center for Creative Leadership: Creative Leadership; Greensborough North Carolina

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