Manager Plant
Resume:
Jack Turner
Lapeer, MI *****
**********@***.***
http://www.linkedin.com/in/jackturner17
PLANT MANAGER
Management Systems Development - Continual Improvement - Revenue Growth
Successful leader with extensive experience in achieving profit and growth
targets through the development, integration and improvement of Operations
and Supply Chain Management Systems. Recognized for skills in team
leadership, problem solving, decision making (as driven by data analysis or
through deductive reasoning), hands-on approach, and ability to establish
and facilitate collaborative relationships with both suppliers and
customers. Demonstrated ability to identify and transform organizations to
achieve world class manufacturing performance.
CORE COMPETENCIES
. Waste Reduction/Yield Improvement
. Increase Customer Satisfaction
. Change Management
. Dashboard Metric Innovation
. Internal Auditing
. Lean Manufacturing
. 5S Initiatives
. Coaching Expert
. S&OP
. Six Sigma
. Inventory Management
. Succession Planning
. Sourcing
. Supplier Development
. ISO/ TS Quality System Development
. Design for Manufacturing /Assembly
. Lead Continuous Improvement culture
. Problem Solver
Professional History
FLOE Consulting - Lapeer, MI
FLOE Consulting is a world class consulting company that specializes in
manufacturing excellence. FLOE consulting designs develops and implements
manufacturing processes to help all of their clients meet or exceed world
class manufacturing standards for a variety of industries. Which include
stamping, welding, injection molding, water jet cutting and automotive.
Director of Consulting (1/2013-Present)
Working with multiple clients to meet and exceed strategic goals for their
manufacturing facilities. Full responsibility for developing, teaching and
coaching lean manufacturing techniques to all plant management including
Manufacturing, Service, Warranty, Materials, Inventory control, P&L,
Quality, HR, Safety, Customer Satisfaction, metrics and Maintenance.
INALFA Roof-Systems - Auburn Hills and Grand Blanc, MI
Inalfa Roof Systems is a world leader in Panorama roof systems. Inalfa
designs, develops and manufactures sunroofs and open-roof systems for the
automotive industry. As a global manufacturer Inalfa leads the market
with Innovation in manufacturing processes and technology development.
Plant Manager (11/2010-1/2013)
Managed multiple manufacturing sites; Led seven direct reports and 570
employees in a 24 x 7 operation. Sales for 2011 ended the year at $220
million, while 2012 were over $280 million. Full responsibility for
developing and managing all plant operations including Manufacturing,
Service, Warranty, Materials, Inventory control, P&L, Quality, HR, Safety,
Customer Satisfaction, metrics and Maintenance.
. Designed and implemented a strategy and business plan that fostered
profitable growth that resulted in increased sales of $60 million
dollars.
o Increased manufacturing capacity by 25% average on all existing
production lines.
o Implemented scrap reduction plan which resulted in 18%
improvement in the first 6 months.
o Championed improvement projects to increase First Time
Throughput (FTT) which resulted in a 7% improvement.
o Created and Initiated an Operational monitoring and reporting
system that improved organizational structure.
. Restructured professional staffing to improve customer focus on
Quality and Delivery.
o Reduced PPM's across all customers in the first 90 days,
sustained over the next 12 month. This resulted in a reduction
in PPM's by 22% plant wide.
o Improved customer response time to quality issues and further
developed stronger customer relations.
o Merged the Supplier Quality group into the Customer Focus teams
to continue the process of focusing on the customer.
. Launched two new products and five production lines successfully over
a 12 month period which increased capacity and sales and improved
Customer satisfaction.
. During 2011 the Auburn Hills and Grand Blanc teams supported the
launch of our newest facility in Mexico which was a great success.
FARO Technologies, Inc. - Lake Mary, FL and Kennett Square, PA
FARO develops, builds and markets computer-aided measuring equipment and
software for creating digital 3D models. The equipment enables highly
precise 3D measurements, 3D comparisons of small and large parts and
components for translation directly into production, inspection, factory
planning, and as-built documentation.
Director of Materials (1/2009-10/2010)
Directed the Supply chain organization in North American which procured all
raw materials for global manufacturing. Established all processes for
materials, scheduling, logistics and procurement, while aligning the
departments to meet the corporate expansion goals of 25%.
. Managed all sourcing activities for a global measuring company with a
direct material spend of $77 million dollars.
o Inventory reduction by $4.0 million dollars in the first nine
months. Developed long term goals to further reduce inventory
by another $1.5 million over the next seven months for a total
reduction achieved of $5.5 million in 16 months.
o Days on hand inventory reduced from 134 days to 69 days in the
first nine months; exceeding the company target of 79.
o Initiated a new sourcing strategy for all finished goods
packaging that decreased total packaging cost by $1 million
dollars for the first year.
. Developed Supplier Qualification, Rating, and Management processes.
o Developed supplier guidelines, supplier assessments and on site
audits for training of the global supply chain; these process
improvements resulted in reducing costs and improving quality
and on time delivery.
. Developed and implemented new policies, processes, procedures and
systems during the first six months to support an increased focus on
global sourcing.
. Established global metrics to meet company objectives, while driving
change in the materials organization.
. Developed a Sales, Inventory and Operations Plan that was established
for global operations.
o Developed schedule execution tracking system (SI&OP) for
production, service and new product introduction parts.
. Established Kanban systems in the manufacturing, WIP and FG areas.
. Implemented standard work processes along with 5S and teaching lean
manufacturing concepts to the materials organization.
Federal Signal Corporation - University Park, Ill
Federal Signal is a leading global designer, manufacturer and seller of
products and total solutions that serve municipal, governmental, industrial
and institutional customers. The product is used in warning systems,
police and fire lighting systems, parking systems and industrial lighting.
Director of Supply Base Manager (05/2007-12/2008)
. Promoted to Director of Supply Base Manager to develop the
International Procurement Team in China to achieve cost savings and
work on supporting future products and production.
. Directed the development, augmentation and integration of three
materials organizations on both a site-specific and global operational
basis.
o Consolidation of the Materials Departments work force by 15% in
the first six months, further reduction of another 20% over the
next five months for a total reduction achieved of 35% in the
first 11 months.
. Managed all materials and sourcing activities for plastics, PCBA's,
stampings, castings, wire assemblies and coatings with a direct
material spend of $45 million dollars.
o Inventory was been reduced by 18% by setting product line
min/max system and PFEP.
o Product stock outs have been reduced 12% by determining new
product delivery schedules and reorder points.
o Achieved and maintained cost reduction programs in five Federal
Signal materials departments in the Americas, Europe and China.
. Utilized Kanban, Kitting and training the supply base to establish a
one-piece flow system and reducing cost by 20%.
. Established corporate level supplier evaluation standards to address
procured materials, issues.
Dakkota Integrated Systems - Holt, MI
Dakkota Integrated Systems a tier one automotive assembler providing a full
range of vehicle interior components. Process and technology capabilities
include full-service interior integration, supplier management, assembly
and sequencing, and just-in-time delivery.
Material Manager (04/2006-05/2007)
Managed the materials team of 21 professional employees at two plants with
sales over $600 million dollars.
. Led several Kaizen events that achieved reduction in costs.
o Eliminated 13 milk runs resulting in over $1 million dollars in
savings.
o Initiated other events that achieved over 33% improvement in
inventory and material throughput.
. Managed inventory reduction programs that reduced inventory from $18.3
million to $12.4 million.
. Reduction in headcount through process improvements which resulted
into a yearly savings of $457,000.
. Implemented a supplier improvement program, vendor-managed inventory
of floor stock items and implemented an electronic Kanban with largest
supplier.
. Implemented consignment inventory and successful cycle count program
that improved overall inventory accuracy and reduced physical
inventory to once per year.
. Reduced transportation cost by $1 million through restructuring routes
and consolidation of freight over the 1-year timeframe.
. Managed the offsite facility expansion and reorganization of 180
thousand square foot facility.
Lear Corporation - Holt, MI
Lear Corporation is a tier one global supplier of seating and electrical
systems for the automotive industry. Lear is a leader in vertical
integration; they develop and build every element of the seat - from
structure systems, head restraints, foam and adjusters, to leather and
fabric for the global market.
Plant Manager (06/2002- 04/2006)
Managed at several locations and held several positions during the four
years at Lear Corporation. Managed and led 18 salary professional in a
$120 million dollar assembly plant.
. Managed full P&L for a $120 million dollar seat & liftgate assembly
plant.
. Worked on lean concepts to reduce direct labor, indirect labor and
improve inefficiencies throughout the plant to reduce overhead by $250K.
o Reduction in scrap by 32% on the liftgate assembly line through
improvements in handling of painted parts.
o Facilitated Kaizen team in 2005 in restructuring the main assembly line
for the liftgate line, to accommodate an increase of 18% in volume while
reducing direct labor.
. Increased efficiency in the injection molding plant by over 15% in the
first six months.
o Focused the operations on improving mold changes, processes and
improvements to the plant layout as well as work cell improvements.
. Implemented a supervisor-training program and an employee cross training
program which resulted in employee retention.
. Reduction in premium freight by 62%, by improving production scheduling,
raw material inventory, and managing customer releases.
. Oversaw the decrease of inventory by 35% by implementing new warehouse
controls, plant layout and an aggressive planning and scheduling plan,
focusing on raw materials and days on hand.
. Improved delivery ratings from 72% to over 99% on time by focusing on the
flow of materials, warehouse layout and management of the department.
. Developed schedule execution tracking system for production, service and
new product introduction parts. This resulted in a 30% improvement in
manufacturing compliance that netted a 62% reduction in premium freight.
. Led Kaizen event at the Sidney plant that resulted in major changes to
all flooring plants which resulted in $17 million dollar cost savings per
year.
EDUCATION AND TRAINING
B.A. Business Management, Cleary University, Howell, MI
ISO 9001:2000 Internal Auditor
Design for Manufacture/Assembly
Microsoft 2010 products
Participated in or lead various company sponsored training including Lean
Manufacturing, Six Sigma, 5S, leadership, fraud avoidance, import/export
compliance, ethics and accountability initiatives
Project Management and use of Microsoft Project
Expert Coaching
Military Service
United States Marine Corps - Cherry Point, N.C.
Aviation Support/Equipment Mechanic
Gas Turbine Engines
Jack Turner
Page 4
Technical Addendum
Problem Solving:
o DMAIC methodology
o Team Selection
o Process Mapping
o Measurement Plans
o Six Sigma
o Control Plans
o Failure Modes Analysis (FEMA)
o 5 Why
Lean Manufacturing:
o 5S
o Kaizen
o Total Productive Maintenance (TPM)
o Single Minute Exchange of Die (SMED)
o Kanban
o Poka Yoke
o Single Piece Flow
o Cellular Manufacturing
o Value Stream Mapping (VSM)
o Theory of Constraints
o Line Balancing
o VAVE
Business Planning:
o P&L
o Sales & Operating Plan (S&OP)
o Rolling Top 3
o Strategic Planning
o Budget Planning
Manufacturing Environments:
o Adhesives
o Sealants
o Injection Molding
o Stampings
o Metal Pretreatment
o Tier 1Automotive Supplier
o Union & Non-Union Organizations
o Painting
o Assembly Manufacturing
o Water Jet & Compression Mold Manufacturing
Software:
o SAP
o QAD
o Infor
o AS400
o Microsoft Office
o Share point
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