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Manager Plant

Fraser, MI, 48026
August 22, 2012

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Terry Cornell

***** ******, ******, ** ***** - 586-***-**** -

Plant Manager - Human Resource manager

Proactive and tenacious Plant Manager with 16 years of manufacturing

experience and in developing and motivating cohesive management teams.

Proven ability to cascade strategic operational plans into clearly

understandable team and individual expectations based on a management style

driven by clear facts, data and effective measurements. Results-driven

advocate of consistent leadership and integrity, with an exceptional record

of productivity improvements, quality awareness and achievements, budget

control and stable plant profitability. Strategically focused executive

who inspires performance through mentoring, recognition, and comprehensive

training. Extensive experience in Human Resources, Case/Carrier Machining,

Gear and Pinion Cutting, Throttle Body Machining Operations, Cell

Manufacturing Operations.


Plant Manager, Formtech Industries, Royal Oak, Michigan

March 2007 - PRESENT

Human Resources Capital Budget Management Productivity Improvements

Lean Manufacturing

Plant Manager responsible for total P&L of a multi-plant $140 million

forging corporation. Progressively establish a cohesive operations

management leadership team which motivates and delivers corporate / plant

financial and manufacturing expectations. Successfully direct plant

operations consisting of 58 salaried and 207 hourly employees. Royal Oak

manufacturing operations generates 54% of corporate EBITDA among three

manufacturing plants.

Royal Oak Plant recognized for CIE Automotive 2011 Supplier of the Year;

2011 Toyota Quality and Delivery recognition award for outstanding


. Exceeded plant and corporate financial expectations and manufacturing

operations in 2007 - 2011.

. Spearhead all HR & Labor activates for the Royal Oak Plant along with

all Plant Health, Safety and Environmental initiatives. Coordinate all

training activities, apprenticeship and internship programs. Direct all

labor issues, negotiations and maintain legal requirements relative to

hiring, termination, FMLA, FLSA, NLRB, ADA, etc. Administers workmen

compensation, short term disability, long term disability and return to

work programs.

. In 2009, served as key member of executive team that negotiated $2M in

concessions with the Union to preserve long term plant viability.

. Streamlined vertical forging line and rapid cool system to reduce work

in progress inventory from 2 days to 2 hours for a $338,000 savings.

Terry Cornell - Page 2

. Initiated key metrics per machine and targeted uptime on critical

machines which then cascaded throughout the plant allowing the

elimination of the 3rd shift operations for an $845,000 savings.

Developed strategic downtime plans per machine driving the Plant Uptime

Efficiency from 23.9% to 42.42%.

. Implemented "Train the Trainer" safety programs for critical

operations. Met and exceeded all safety objectives for Incident Rate

improvements from 2007 through 2012. (2007 to 2008 - 28.3% improvement,

2009 to 2010 - 39.4% improvement, 2010 to 2011 - 40.1% improvement,

2012 YTD - 37% improvement).

. Established plant "Quality Operating Systems", insuring component

conformance, and building product quality into manufacturing process.

Reduced PPM rates yearly (2007 - 1859PPM, 2008 - 1573 PPM, 2009 - 1104

PPM, 2010 - 118 PPM, 2011 - 102 PPM, 2012YTD - 56PPM).

. Built team to address cost of poor quality and developed a format to

determine root cause analysis, implement permanent corrective action

and track effectiveness.

. Developed manufacturing financial strategies by estimating, forecasting

and anticipating customer trends. Operational improvements include: $2

million reduction in inventory levels, increase EBITDA by 1%, reduced

internal and external quality costs by $1 million and reduced machine

changeover times by 66%.

. Utilized the current IT system to track and monitor minimum and maximum

inventory levels to protect customers and improve. plant efficiency.

The MPL group reduced raw, work in process, and finished goods

inventory $974,000.

. Allocated capital for manufacturing facilities; maintained budget

integrity and delivery expectations and maintained / tracked spending

to achieve targeted ROI.

. Initiated salary and hourly Lean training through Michigan

Manufacturing Training Corp. (MMTC) and the State of Michigan corporate

grant funding programs.

. Coordinated reduction of SG&A into plant level operations allowing

further plant control of customer quality concerns, product

satisfaction, purchasing, sales, AR/AP and secondary process contract


Superintendent, Ford Motor Company, Rawsonville, Michigan

May 2004 - March 2007

Technology Integration Operations Management Continuous Process

Improvement Labor Cost Savings

Set all safety, quality, delivery, and cost objectives for the Throttle

Body Manufacturing (TBM) Area. Meet daily production schedules; lead

safety & quality (TS16949) initiatives, manage fundamentals for rejected

material, scrap and proper tagging.

. Initiated a tool management system that saved $403K in the 4th quarter

of 2004, delivering the 2004 task in TBM.

. Implemented production responsibilities for supervisors to attain daily

production numbers while using industrial engineering standards for the

equipment, saving $146K in direct labor savings in 4th quarter - 2004.

. Launched a new flexible machining cell for TBM which saved $3.1 million

in outsourcing in the 2nd quarter of 2005.

. Instituted a standardized scheduling system using MPL's weekly and

monthly releases which reduced the premium freight for the area to a

high of 17 incidents down to 3 in the fourth quarter of 2004.

Superintendent, Ford Motor Company, Sterling Heights, Michigan

June 1996 - April 2004

Human Resources Safety Management Quality Integration Technology +

Productivity Improvements

Direct operations, capacity planning, inventory control, labor

management, quality standards (TS16949 / QS 9000), maintenance and

engineering for a 106,000 square foot gear manufacturing facility. Manage

9 direct reports, 15 indirect reports and nearly 200 unionized hourly

employees. Yield performance improvements through cost reductions,

process management, quality process, and company culture of continuous

improvement. Proven problem solving and decision making skills resulting

in membership on 2003 UAW local negotiation team for Visteon Corporation.

. Converted quick edge grinding on cutting machines which had a cycle

time reduction of 7% along with quick changeovers and increased

capacity which had an annual savings of $312,000.

Terry Cornell - Page 3

. Championed materials replenishment system and just in time delivery,

which allowed for continuous manufacturing process integration of the,

reducing inventory from 200,000 forgings to 140,000.

. Reengineered and upgraded to CNC process while reducing direct labor

headcount from 103 to 33 for an annual savings of 4.2 million.

. Maintained a positive relationship with union leaders, union employees,

direct reports, executive management, customers and industry

colleagues. Reduced customer response time from 24 hours to immediate


. Led safety organizational goals by maintaining a 90% completion rate.

Exceeded all stretch objectives for lost time case and severity rates.

. Initiated systematic PNC evaluation of ring gear checks and implemented

a statistical process control. This had an 11% FTT improvement while

reducing scrap for an annual savings of $92,000.

. Developed the Salary Hourly Supervisor Institute for Visteon.

Supervised ongoing contractual and departmental issues, which saved

$61,000 in the last 2 quarters in grievances in 2003 with these



Bachelor of Arts in Criminal Justice

Kent State University, Kent, OH

Trainging and Seminars

Training Programs

Six Sigma - Green Belt Certified

Advanced Finance for the Non-Financial Manager (University of Michigan)

Hourly Supervisor Institute

Salary Supervisor Institute

ISO/QS 9000 Internal Auditor

Labor Relations Training

Best-In-Class Interview Process


Lean Manufacturing Process - Dr. Cochran (MIT)

Lean Manufacturing Workshop - Livonia, MI

21st Century Leadership

Executive Lean Training - MMTC

Application Seminars

Gleason Works - Gear Process Theory

Gleason Works - Lapping and Inspection

Gleason Works - Single Flank Testing

- Manufacturing / Capacity / Process Planning

- Labor Force Management/Labor Relations

- Team Leadership/ Relationship Building

- UAW Bargaining and Negotiations

- Grievance Management

- Employee Relations

- Talent Management

- Recruiting Administrator

- Cost Reduction / Cost avoidance

- Lean Manufacturing / JIT

- P&L - Income Statements

- Quality Management / TS 16949 - ISO 14001

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