Manager Human Resources

Eddie N. Floyd II

***** ******** ***** ? Farmington Hills, MI 48334

Cell: 248-***-**** ? ******@*********.***

SUMMARY OF QUALIFICATIONS

Cost estimator professional with broad business experience in cost control,

customer/supplier relations, human resources, manufacturing operations,

quality controls, material planning & logistics, accounting, strong writing

and extensive computer skills, project management, and excellent track

record of results. Proven ability to lead teams, develop strategies that

maximize cost savings and created mutually beneficial solutions.

PROFESSIONAL EXPERIENCE SUMMARY

LEAR CORPORATION, Southfield, MI

Junior Cost Estimator, October 2007 to May 2013

. Estimates the internal costs on product piece price and tooling for

quotation purposes by collaborating with Purchasing and Engineering

Departments, which results in significant annual piece price savings.

. Develop summaries of purchase part costs to aid in the development of

costing models for determining reasonable pricing.

. Continue to be consistent in keeping all deadlines for RFQ responses from

suppliers and ensuring the goals of Cost Estimation for new and current

business are being met in a timely manner.

. Skilled in applying appropriate rates and factors (e.g. overhead, G&A) to

cost elements along with supportive documentation in preparing Cost

Estimation packages.

. Collaborated with suppliers and other cross-functional departments on

various projects related to seat components (e.g. back panels, latches,

brackets, crossmembers, sidemembers, etc.) and provided documentation for

cost elements that helped to summarize the overall cost of a seat.

SELECT COST ESTIMATOR ACCOMPLISHMENTS:

. Worked closely with cross-functional departments (Estimating,

Purchasing, Finance, Sales, etc.) in 2010 to identify cost reduction

opportunities on newly approved cloth seat components. As Cost

Estimating's team leader using comparative cost analysis of various

new seat cloth materials and with input from other department members,

a savings of $0.44 cents for Ford vehicles was obtained, which equated

to an approximate annual dollar savings of $440,000. There is also a

potential, with added volumes, for additional savings in future years.

. Modified Lear's current Cost Estimation System for new business quotes.

Changes allow for quick referencing of tooling quotes of similar products

as well as the generalization of tracking metrics to allow the Cost

Estimation Department to modify previous estimates.

. Spearheaded the company purchase of FormingSuite 10.0, a software for

cost estimators that allows the Cost Estimation Department to measure

parts and compare the program's results with manual measurement results.

Cost Estimating improved its ability to cost out parts by 60% while

demand for cost estimates increased by 40% without any increase in

personnel. New software also provides effective measurements which

results in prices that are more competitive with cost-savings.

. Increased the number of estimates on competitive quotes in 2011 and

2012 by 12% and 13% respectively for stamping tools, which allowed for

the comparison of tool prices from multiple tool shops, resulting in

combined tool shops annual savings of $300,000.

. Supported the Finance Department with data collection for a 2013 McKinsey

Consulting Company project study by creating a summary sheet for

collecting personnel cost data used for a major company personnel

reduction of 20% and restructuring effort.

LEAR CORPORATION, Detroit, MI

Human Resources Generalist, August 2005 to October 2007

. Established weekly sessions with the Health and Safety Committee and

Union stewards which resulted in significant reductions in the number of

safety incidents in the plant. Safety incidents in 2006 were 103 versus

114 for 2005, an 11% total reduction.

. Developed and launched an official newsletter for the Lear Detroit plant,

first newsletter ever at the facility. Lear's executive management

praised newsletter as "outstanding with respect to displaying the workers

achievements."

. Reduced the cost of printing the official newsletter for the Detroit

facility by limiting the quantity per department. Estimated annual cost

savings of $2,000.00 was realized.

. Coordinated the 2005 and 2006 United Way Pledge Torch Drive. Collected a

total of $1,150 for a two-year span, established 100% employee

participation and exceeded the initial two-year goal of $1,000 by 15%.

. Established an effective procedure where all existing employees receive

copies of their personnel files and an official letter of reference. In

past years not having reference letters, exiting employees were not able

to take advantage of employment opportunities at other companies in a

timely manner.

. Improved accuracy of attendance taking policy by 20% for hourly workers

by getting a proposal approved to change the time by one hour per shift

when attendance was taken.

. Instituted procedures where all grievances and request for clinic visits

by hourly employees were reviewed with the Operations Manager. New

practice resulted in better understanding of Lear's policy and

procedures. For the year-ending 2006, there was a 40% reduction in

grievances and requests for clinic visits.

Accounting Assistant Trainee, May 2005 to August 2005

. Assisted the Assembly Plant Controller and Accounting Manager by

performing the following duties:

- Worked on Requisition system with Accounting Manager.

- Worked on trial and balances for May-July 2005.

- Issued paychecks to supervisors for all assembly plant departments.

- Organized and updated Accounting Department employee files.

Because of short stay in Accounting, no performance metrics goals

were assigned.

Shipping Supervisor, October 2004 to May 2005

. Gave a presentation to department on methods for lowering packaging costs

for suppliers and customers. Methods were instituted in 2005 which

resulted in a $50,000 annual cost savings and less damaged parts.

. Established a materials control procedure for incoming and outgoing

parts. The procedure involved displaying photographs of faulty/damaged

packaging or parts suspected of having packaging issues. Photographs were

used to determine whether Lear was at fault for damaged parts.

Photographs also provided Lear with visual evidence in disputing customer

claims. With enhanced materials control procedure, cost paid in 2006 for

damaged products shipped to customers was 30% less (approx. $30,000)

versus 2005. New system also strengthened the business relationship

between Lear, its customers, and suppliers.

Quality Supervisor Assistant Trainee, April 2004 to October 2004

. Established a procedure where all floor supervisors could display

photographs of all defective parts along with their respective root cause

analysis.

. Established a parts directory which included the past history of every

part produced at the Lear Detroit facility. Directory proved beneficial

for understanding part cost history of engineering changes.

EDUCATION/SKILLS & ABILITIES

WALSH COLLEGE, Novi, MI Master's Degree

MBA - Present

(2012 - 2015)

OAKLAND COMMUNITY COLLEGE, Farmington Hills, MI Associate Degree

IT - August 2011

(IT for Homeland Security)

MICHIGAN STATE UNIVERSITY, East Lansing, MI Bachelor's Degree

English - 2003

(Minor Business)

COMPUTER SKILLS

Microsoft Office Specialist (i.e. Excel, Access, Project, Word, PowerPoint,

Outlook, Publisher, etc.)

PeopleSoft

AS400

TimeTrak

FormingSuite 10.0

PLM Fundamentals

ProFile

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