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
C A R E E R H I S T O R Y
Plant Manager, Formtech Industries, Royal Oak, Michigan
March 2007 - PRESENT
Human Resources Capital Budget Management Productivity Improvements
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
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
. 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
. 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 +
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
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
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