Engineer Quality

Anthony(Tony) Fedewa ***** Hidden Spring Trail ( DeWitt, Michigan 48820

269-***-**** ( ab8yhp@r.postjobfree.com

"If the customer knew what you did today, would he pay you for it?"

Innovative, action oriented, data and results driven leader focused on

achieving exceptional outcomes in highly competitive environments demanding

continuous improvement and increased performance. Subject matter expert

proficient in implementing Lean Toyota Production System operating

principles and culture change leading to systematic and sustainable

operational improvement.

Core Competencies

Lean Expertise Establishing a Quality Culture Industrial

Engineering

Toyota Production System Manufacturing Operations Leadership

ISO and TS Certification

Productivity Improvement Full P&L Responsibility Strategic

Planning

Operational Plan Development Supply Chain Management Six Sigma

DMAIC

Professional Experience

The Brimor Group, Inc.

2011 to current

Assisting companies and institutions in productivity, quality and supply

chain improvement activities.

> Leading a State government agency's supply chain transformation

process.

> Leading an automotive supplier's internal supply chain alignment

process

Borroughs Corporation Vice President

of Operations, 2008 to 2011

Led the established vertically integrated manufacturing company in a

quality culture turnaround that turned a seven figure loss in year one into

a six figure profit in year three by focusing on customer quality

expectations. Directly led the Operations Team executing a complex lean

strategy with the following results:

> Achieved clean initial ISO 9001 and ISO 14001 certification on first

audit.

> Implemented quality driven manufacturing processes reducing customer

complaints by 50%.

> Reduced OSHA accident incident rate over 50% through implementation of

Lean principles.

> Achieved 38% increase in manufacturing productivity through re-

engineering of value stream.

> Succeeded in reducing inventory 66% utilizing pull processes and other

Lean techniques.

> Implemented supplier owned and managed inventory systems achieving a

5% per year cost reduction.

> Initiated value improvement projects, achieving up to a 15% reduction

in overall manufacturing costs.

> Improved productivity to support sales growth of 50% with no increase

in fixed cost.

> Implemented statistical quality improvement practices that reduced

scrap rates 50%.

> Achieved more than $500,000 cost savings through product design value

improvements.

The Brimor Group, Inc. Contract Plant

Leadership, 2004 to 2008

Contracted plant and quality leadership in operations environments to

achieve successful plant startups, product launches, and significant

quality and productivity gains through the use of ISO principles and lean

Toyota Production System techniques. Also achieved significant productivity

gains as a consulting advisor to clients in the logistics and advertising

markets.

> Developed and implemented inbound logistics coordination process

solving a significant trailer backlog to 100% on-time delivery for

automotive assembly plant.

> Implemented a Lean culture change strategy achieving a 1% week over

week productivity improvement for a Tier 1 automotive supplier.

> Accomplished an extremely compressed MRAP program development, launch

and production ramp up timetable for a defense contractor in support

of Operation Iraqi Freedom.

> Successfully led plant construction, startup and launch for automotive

third party logistics, assembly and sequence supplier on time and

achieving APQP approval with Job 1.

Tailor Steel America LLC President, Chief Executive Officer, 1999 to

2004

Succeeded in leading an internationally owned failing start-up Tier I

automotive laser welding supplier to profitability, stability, and

expansion. Directed all aspects of quality, production, financial,

personnel, sales, legal, and commercial activities with full responsibility

for the bottom line.

> Implemented customer focused quality systems achieving exit from Level

I Containment.

> Improved quality via statistical principles achieving three years of

zero customer complaints.

> Achieved profitability for five consecutive years through the

application of Lean principles.

> Achieved initial ISO 14001 and TS 16949 certifications on first audit.

> Expanded facility 60% to accommodate new programs.

General Motors Corporation Superintendent - Manufacturing Operations,

1992 to 1999

Applied Toyota Production System principles to changing the culture of

General Motors' Small Car Group to achieve significant improvements in

quality, productivity, and cost.

> Utilized Lean tools to achieve "The Harbour Report" honor for stamping

plant productivity.

> Led Lansing Fabrication injection molding operations concluding in

plant decommissioning with no quality issues or delivery

interruptions.

> Spearheaded the development of the "General Motors Production System"

project.

> Implemented Toyota Production System methodologies throughout the

multi-plant Small Car Group.

> Developed a process to eliminate blanking debris on class A surface

blanks.

> Eliminated piece rate production system resulting in significant

reduction in overtime.

> Implemented statistical quality analysis to eliminate redundant

inspections and improve quality.

> Developed and implemented competitive material flow and sequencing

processes for assembly plants.

New United Motor Manufacturing Inc. Toyota Production

System Mentee, 1991 - 1992

Personally mentored in the Toyota Production System by Osamu Kimura,

Sensei, President of NUMMI and contributing author of the book "Toyota

Production System".

Additional Experience

General Motors Corporation

Senior Value Engineer - Purchasing Business Planner - Engine

Remanufacturing

General Supervisor - Engine Manufacturing General Supervisor - Material

Handling

Senior Manufacturing Engineer - Car Assembly Manufacturing Engineer -

Engine Operations

Community Service

Peckham Vocational Industries Board of Directors, 1994 to Current

Current Board of Directors member (four years as Vice President and two

years as President), during which Peckham significantly increased services

to those with disabilities and grew the company. Results include:

> Achieved significant growth in the number of people served and service

programs.

> Expanded the company from one location to five locations.

> Grew annual sales from $40 million to more than $180 million.

> Maintained strong bottom line to finance all expansions from net

gains.

Education

Aquinas College, Grand Rapids, Michigan

Master of Management

General Motors Institute, Flint, Michigan

B.S., Industrial Engineering

Member, Alpha Pi Mu National Industrial Engineering Honor Society

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