Christopher A. McCoy

**** *. ****** ***

Henderson, KY 42420

abgs3n@r.postjobfree.com Cell: 270-***-****

Toyota Trained Operations & Manufacturing Executive

Start-Up, Expansion, and Global Operations

General Management Executive with extensive experience and demonstrated

success in lean manufacturing with the largest automotive manufacturer in

the world. Proven ability and broad experience in all areas of business

including; customer sales/service, finance and accounting, HR, supply

chain, engineering and overall operations. Operations expertise includes:

Global Manufacturing Operations Mfg. Footprint Optimization

Problem solving Supply Chain Improvement

Quality & Performance Improvement Cost Reduction & Revenue Gain

Training and Development Lean Transformation/TPS (Toyota Way)

Inventory Reduction Positive Employee Relations, Hiring,

Diversity

Professional Experience

CAM Management LLC, Henderson, KY 8/2009 - Present

Operations/Lean Deployment Consultant

Provide management and consulting services to clients in the areas of: lean

manufacturing, process improvement, visual controls, target management,

problem solving, plant/process layout, maintenance improvement activity,

and various engineering projects. Provide strategic leadership support

anchored in lean principles, change management, and servant leadership.

Experienced in a variety of industries and business segments as well as

enterprise wide transformation.

DANA CORPORATION, Kalamazoo, MI 8/2008 - 8/2009

Vice President Global Operations - Heavy Vehicle

P&L responsibilities for 10 commercial vehicle plants located in the US,

Mexico, Canada, Spain, India, Argentina, and Australia. Directly

responsible for all of production manufacturing, supply chain, process

engineering, capital, and m.f.o. activity. Matrix responsibility for

quality, customer service/sales, HR, plant level finance and accounting.

Led implementation of the Dana Operating System for the operations group,

and the integrated supply chain. Implemented the following in all plants:

policy deployment (Hoshin Kanri), value stream mapping of all processes,

team leader development, problem solving deployment with A3, visualization

of the shop floor, and key performance indicator daily management. Managed

to maintain and even improve EBIT performance in 8/10 plants in a severe

economic downturn. Reduced both fixed and variable costs using problem

solving approach and focus activity in all plants and with all functions.

Reorganized, redeployed, and resourced the workforce during drastic

reductions to not only maintain operations but also continue the

improvement activity and long term plan. Overall inventory reduction of 30%

and the elimination of 3 external warehouses. Idled 2 manufacturing

facilities and moved operations to lower cost sites during the severe

economic downturn. Reduced the number of unique part numbers by 15% through

engineering and supply chain rationalization activity.

MORTON WELDING CO., INC., Morton, IL 8/2007 - 8/2008

President

Overall responsibilities for a well established manufacturing company

supplying Caterpillar, John Deere, and Allison Transmission. Directly

responsible for financial performance and reporting, customer sales and

service, engineering, new product development, HR, and manufacturing

production. Increased annual sales from 55 million to 72 million with no

additional capital investment. EBIT improved from 6% to 15% during this

same

time. Implemented Toyota Production System concepts to improve productivity

and capability in the production processes. Worked with Caterpillar to

align Morton Welding's lean deployment with Caterpillar Production Systems

(CPS) and similar activity with John Deere. Developed plans and

justification to expand the business through acquisition, organic growth,

and new product development. Managed through a difficult and challenging

Chapter 11 restructuring of the parent company (BHM). Maintained good

working relationship and service to suppliers, customers, and employees.

. Achievement of "Bronze Supplier" designation by Caterpillar

. Achievement of ISO 9001 for Quality

. Inventory reduction of $3M in raw material and over $1M in finished goods

. Implementation of cell mfg. and robotic welding, significant leadtime

reduction in fabrication process

Christopher A. McCoy - Page 2

TOYOTA MOTOR MANUFACTURING, IN, INC., Princeton, IN 11/1997 - 8/2007

General Manager

10/2004 - 8/2007

Responsible for all Assembly and Conveyance Operations for Toyota's second

largest Assembly plant in North America. Directed and supervised 4 area

managers, 100 salaried supervisors, 30 engineers, and 1800 hourly

production team members. Responsible for strategic planning, policy

deployment, leadership and organizational development, daily production,

maintenance, and engineering for Tundra, Sequoia, and Sienna models as well

as new model development. Matrix responsibilities for human resources,

supplier and customer quality, cost reporting, and community relations.

Collateral duties included; Company Safety Director, Toyota North America

Assembly Self Reliance Leader, and Management Steering Committee Member.

Reported directly to the Senior Executive Vice President for TMMI. Directly

responsible for startup and launch of new Texas Assembly Plant. First Non-

Japanese plant designated to be a sponsor plant for a plant outside of

Japan.

. Won JD Power award for initial quality all three years.

. Combined department productivity improvements of 5%.

. Recognized by Toyota as center for excellence for training and

development.

Assistant General Manager

6/2001 - 10/2004

Responsible for two Paint Departments, one Plastic Department, Plant

Engineering/ Facilities, and new model for Paint and Plastics. Directed and

supervised 5 area managers, 50 salaried supervisors, 20 engineers, and 1000

hourly production team members. Directly responsible for daily production,

maintenance, and engineering for Tundra, Sequoia, and Sienna models, as

well as new model development. Collateral duties included Company Safety

Director, Toyota N.A. Plastics Self Reliance Leader, and Paint Self

Reliance Development Champion. Paint and Plastics Departments are the

Toyota Worldwide benchmark for emissions reduction and enhanced

environmental improvement activity.

. Responsible for the start up and launch of the Sienna paint line and

plastics shop expansion.

. Combined department productivity improvements of 8%.

. Safety incident rate reduction of 50% in one year; identified and

captured $3 million in labor reduction.

. Achieved yearly "Best in Class" rating for paint exterior in J.D. Power.

Paint/Plastics Area Manager

11/1997- 6/2001

Responsible for production, maintenance, engineering and new model

development for the paint and plastics departments. Directed and

supervised 7 Assistant Mangers, 12 engineers, and 400 hourly and

maintenance team members.Directly responsible for the startup and launch of

the original Toyota West Plant, including hiring and training, equipment

installation, and initial product launch for Tundra and Sequioa.

. Operational availability improvements of 6%.

. Reduction in Takt time from 83 seconds to 72 seconds with no investment

and minimal labor addition

. (4 team member addition).

. 6% reduction in work in process and 17% overall reduction in lead time.

. Recognized for numerous environmental achievements including the

Governors Award for emissions reduction.

. Significant internal and external quality improvements, 6% improvement in

First Run, and final quality improvements of 5% for Total Direct Run.

FORD, Electronics and Fuel Division, Bedford, IN 11/1993 - 11/1997

Injection Molding Production/Engineering Manager

Responsible for current and future model plastic fuel delivery module

development and production. Project manager for the transition from

stainless steel fuel delivery modules to plastic.

. Responsible for the start up and launch of the new plastics molding

department.

. Purchased and installed 20 injection molding machines to support new

plastic fuel module assembly. Molding department was state of the art

(nearly lights out) molding facility. Model molding department

(showcase) for Ford.

. Instrumental in achieving checkpoint "D" in Ford's TPM program for the

Plastics department. (Second department in Ford worldwide to achieve "D"

level).

. Achieved Q1, Qs 9000, and ISO 9000 certification in first attempt in new

molding department.

. Designed and developed plastic snap fit design for fuel pump filters that

allowed vertical integration of purchased fuel filter (3M$ annual

savings).

Christopher A. McCoy - Page 3

Military Experience

Lt. U.S. NAVY 6/1983 - 11/1993

Nuclear Qualified Submarine Line Officer

Lead nuclear engineering divisions as well as nuclear weapons divisions as

a junior officer. Working towards command qualifications and early

assignment as department head.

Other positions: Qualified Officer of the Deck, Nuclear Engineering

Officer, Assistant Weapons Officer, Physical Threat Security, Engineering

Duty Officer, Sonar Officer

Education/Special Training

GMI (Kettering), Flint, MI, Masters of Science Manufacturing Management 3.9

GPA, 1995

AUBURN UNIVERSITY, Auburn, AL, Bachelors of Science Materials Engineering

3.8 GPA, 1988

TOYOTA UNIVERSITY, Mikabee, Japan, Executive TPS Training

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