Manager Plant
Resume:
Brian A. Mooers
Manufacturing Operations / General Management executive
*** ******* ***., **********, ** ( Email: ********@*****.*** ( Blackberry:
Objective Leadership position where I can apply an extensive background
in core business disciplines
Expertise LEAN/6S Implementation, Continuous Improvement Processes,
Plant and Supply Chain Management, Union Relations, Effective
Safety Programs, Procurement Optimization, Cost Reduction and
Productivity Improvement, Supplier Development, Quality
Operating Systems, Customer and Dealer Relations, Global
Supplier Based Tooling, Heavy Vehicle Engineering
Professional Experience
Navistar International Corp (11/07 - 08/12; Fort Wayne, IN / Lisle, IL)
Focused on plant operational improvement and developing a global part and
tooling supply base
General Manager- Manufacturing Operations (03/11 - 08/12)
Operational/P&L responsibility for medium and heavy duty trucks and bus
chassis assembled at plants in Escobedo, MX, Garland, TX, and
Springfield, OH (Springfield plant includes a full body stamping
facility). Work force comprised of 4000 represented workers and 1500 non-
represented including salaried management. In February 2012 assumed
operational leadership responsibilities for (3) Truck Specialty
(modification) Centers employing roughly 350 employees.
Achievements:
. Safety- Over 6M hours without a lost time case at Escobedo, MX plant.
1.2M+ hours at Garland, TX plant without a lost time case. Achieved the
lowest plant Incident Frequency Rate in 2011. Graduate, DuPont Safety
Program.
. Quality- 20% reduction year over year in defects/unit as measured by a
composite score; EOL (end of line), in-transit failure incidence, and PTD
(Pre-Delivery Warranty) on all high volume truck platforms.
. Delivery- Reduced offline inventory level and average age by 20% and 15%
respectively (2011).
. Cost- Reduced manning levels at Escobedo, MX facility by 700+ in 2012
year with no associated production loss. 5% direct labor efficiency gain
at Springfield realized through 8/2012. Reduced "plant inflicted" part
and product damage incidence by over 70% during tenure. Reduction in
premium inbound freight charges by 65%+.
. Morale- Initiated comprehensive TPS (Toyota Production System) roll out
focusing on Human Infrastructure tools; Team Leader concept, 3 level shop
floor visual management system, cascade of goals/policy deployment,
structured and management supported formal start of shift huddle and
5S/"workplace to showplace" continuous improvement program. Similar
results with JIT, CI, Standardization and Quality Focus/Robust Process
tools.
Director- Supplier Quality and Tooling (11/07- 02/11)
Directed a team of 18 NAFTA Supplier Development Managers and 9
specialized Tooling Managers supporting Engineering design programs and
supply base improvement. Activities included managing supplier sourcing
transitions, interventions, capacity improvement, and ensuring quality
system and tooling launch readiness for development programs.
Achievements:
. Implemented an effective capacity assessment/constraint resolution
program.
. Developed Asian supply base: performed multiple capacity assessments,
level 5 PPAP's, launch readiness reviews and led major G8D/CA efforts in
Taiwan, Korea, S. Africa, India (24 suppliers) and China (19 suppliers).
. Reduced supplier PPM for both part conformance and delivery performance
over 20% in a 3 year timeframe.
. Created Supplier Intervention Manager position and implemented a 27 point
supplier transition process.
. Reorganized Tooling Group using LCV (Lowest Common Value) concept where
all tool supplier efficiency was rated on a global scale. Achieved 30%
total tool cost goal without lead time deterioration.
. Established a comprehensive tooling process manual and design guides for
all steel/aluminum/SS stamping, ferrous and non-ferrous castings,
forgings, injection molding (most popular), and rubber extrusions.
Initiated tool training sessions with Engineering, greatly reducing
incidence of design change activity and reducing tool cost.
Daimler Trucks North America, (06/74 - 03/07; Portland, OR / Charlotte, NC)
A record of continuous promotions to executive-level assignments at North
America's largest truck company
General Manager- Portland Truck Mfg. Plant (04/03 - 03/07)
Senior Operating Executive responsible for the performance of a Truck
Assembly Plant and for a component manufacturing and sequencing center with
1800+ represented employees (4 unions) and 90+ office professionals.
Responsible for all aspects of the enterprise including capital projects,
labor negotiations, customer and dealer pilot reviews, ISO & EPA
compliance, productivity initiatives, cost reduction measures and meeting
all Daimler Mfg. metrics.
Brian Mooers, Page 2
Achievements:
. Doubled production from 37 to 78 trucks/day in 5 months, meeting ramp-up
schedule, efficiency and quality goals.
. Improved truck build quality over 3 years by 60%, as measured by
Corporate-delivered vehicle audit scores.
. Achieved lowest defect rate of all Freightliner branded plants in years
2005 & 2006.
. Earned the 2006 DaimlerChrysler Production System award for
Standardization.
. Earned one position improvement, from 3rd to 2nd place, for J.D.Power CSI
in 2005.
. Reduced daily parts and raw material inventory buffer by 70% ($5
Million).
General Manager- Purchasing and Supply (01/01 - 03/03)
In charge of all purchasing activities (direct and indirect) for
Freightliner, Sterling, and Western Star. Managed an estimated $8 Billion
annual Volume of Buy with a 300+ supplier base. Responsible for global
supplier strategy and selection, contract negotiations/long term agreements
and on-site assessments. Co-managed (2) parts plants (400+).
Achievements:
. Collaborated with Sr. DaimlerChrysler affiliate Purchasing Directors in
implementing Freightliner's first Global Buy initiatives, yielding a
first-year savings of over 3%. Leveraged Daimler, Chrysler, and
Mitsubishi supply bases.
. Led an enterprise-wide Direct Material Optimization effort supported by a
hand-picked multi-disciplined team and consultancy which yielded $318M
identified and $268M run rate savings at the end of two years. ($350M in
3 yrs.)
. Through strict enforcement of 6 month reviews of all suppliers and
careful monitoring and feedback of tier 2 suppliers, achieved no lost
production due to supplier service failure.
General Manager- Materials (09/97 - 12/00)
Responsible for the supply of all parts and material to 7 truck and 2 parts
manufacturing plants and 7 parts distribution centers. Selected 3rd party
logistic providers; negotiated and selected new truck delivery, truckload,
LTL, rail inter-modal, and customs brokers/freight forwarders. Duties
included Corporate Material Planning, Design-Manufacturing Changeover and
Transportation Management. Operational responsibility for Portland Parts
Mfg. Plant employing 250+.
Achievements:
. Leveraged Chrysler's 94-hour guaranteed rail service and seamless customs
clearance for Mexico-bound freight, allowing for more than a 6% annual
savings.
. Negotiated (3) 2-year $130M Truckload Freight agreements for an average
2% savings while addressing all Corporate interests (most Carriers are
also Customers).
. Developed Australian part and tooling supply base for local and NAFTA
production following purchase of Ford heavy duty truck division. Led on-
site tooling audit and disposition, and qualified key homologation
suppliers.
Director- Customer Order Administration/Oshkosh Alliance (03/96 - 08/97)
Responsible for Sales Order-to-Vehicle Specification translation including
sales processing systems development and maintenance, option quoting,
Application Engineering and paint design creation and documentation.
Duties also included all corporate Production Scheduling. Led Sales,
Marketing and Manufacturing of Oshkosh branded products.
Program Manager- New Product Development (06/92 - 02/96)
Responsible for leading the company's first platform development team
comprised of cross-functional members charged with developing an all new
Class 8 Conventional and HCOE truck family. Duties included product
definition development, production strategy and facilities conversion,
supplier selection for tooling, parts and manufacturing equipment, warranty
and service strategy execution and plant implementation/series production.
Achievements:
. Successfully achieved $225M budget compliance and a 3.5 year timeline
goal for series production start.
. Initiated the company's first sophisticated market study including a
comprehensive Conjoint Analysis and 184 on-site surveys in addition to
700+ mail and phone surveys.
. Created System Development Teams (SDT's), currently an integral operating
practice for assembling multi-disciplined specialized work teams to
coordinate more effectively the activities of 700+ professionals.
. Successfully worked with Supplier, Test, Engineering and Aftermarket
divisions to develop and support an industry-first 3 year/350,000-mile
new truck warranty - still an industry benchmark today.
Multiple Design and Liaison Engineering Positions of Increased
Responsibility (06/74 - 05/92)
Education and Professional Development
Bachelor of Science in Mechanical Engineering (BSME), University of Maine
(Orono, ME)
Continuing professional development programs in Executive Management,
Leadership, and Engineering
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