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Manager Customer Service

Fenton, Michigan, 48430, United States
March 28, 2011

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Professional Qualifications and Key Strengths

Plant Manager Operations Manager Operations Turnaround Professional

Successful Manufacturing Operations Professional with proven success in

revitalizing sub-standard performing business units. Customer- and quality-

focused business executive that provides the strategic vision and

leadership that drive operational process, productivity, efficiency and

bottom-line improvements. Inspiring leader who creates winning teams and

motivates people to achieve their highest potential with proper


Team Building & Leadership P&L Management Cost Reduction

Organizational Development Turnaround Management Safety Compliance

Operations Improvement Strategic Planning New Product Launches



Change Agent: Transformed a struggling business unit with consistent and

clear Leadership by implementing continuous improvement principles and

techniques resulting in increased profitability and favorable impact to P&L

year over year.

Quality and Customer Champion: Oversaw the development and deployment of QS

9000, TS-16949, Q-1 and ISO-14001 policy & procedure. The team's

dedication to our Quality Operating System (QOS) facilitated numerous

corrective & preventative action plans resulting in world class customer

PPM, delivery, scrap and supplier metrics. The organizations' dedication

to quality & customer service resulted in numerous quality awards including

Ford Q1, Chrysler Gold Pentastar and ITT Gold Preferred Supplier Award.

Team Builder and Coach: Implemented monthly communication meetings with all

employees resulting in very favorable employee satisfaction surveys and

Union avoidance. Promoted open communication and fostered a learning

culture with established training programs with defined measurable for all

employees. [pic]

professional experience




. Transformed R&D company into a repetitive manufacturing production


. Oversaw implementation of ISO 9001:2008

. Directed Product Development with several successful product launches

. Implemented Value Stream Mapping in manufacturing and warehouse areas

. Implemented rapid prototype for customer service developing into

production orders

EATON CORPORATION [Formerly Saturn Electronics & Engineering / MascoTech

Controls] [Automotive Group] Oxford, MI

Operations manager

1992 - Present

Responsible for overall plant activities for 200 hourly and 40 salaried

personnel including profit and loss, operational budgets, continuous

improvements, cost reductions, health and safety standards, customer

satisfaction, supplier development and communication, quality and material

systems and manpower and staffing management. Direct reports include

Operations/Production, Human Resources, Materials, Manufacturing

Engineering, Quality and Finance.

. Implemented continuous improvement initiatives that included lean

manufacturing, TPS, 6-Sigma, 5-why principles along with QOS


. Successfully launched several platforms (17 FG part numbers)

concurrently on-time and with no quality issues resulting in 100%

increase in sales in one year with no additional salary staff costs.

. Zero-defect supplier to Ford Dearborn Engine Fuel Tank Plant for the

2006 and 2007 calendar year.

. Key achievements include scrap reduction from 2.2% to 0.3% (as a % of

sales), 99% on time delivery, customer PPM of 0.7 YTD, plant

absenteeism less than 1%. Inventory reduction efforts (JIT) resulting

in improvements to 15 DOH with 25 turns (including outside processing)

with minimum inventory shrinkage.

. Launched an ERP system with minimal impact to our customers and


MCGUANE INDUSTRIES [Division of Masco Corporation] Corunna, MI

Plant manager / manufacturing Manager

1981 - 1992

Responsible for overall manufacturing activities in two plants, Assembly &

Stamping, producing both OEM and aftermarket automotive assemblies.

Supervised production, maintenance, tooling and stamping supervisors, along

with direction of 200 skilled and non-skilled UAW employees in multi-shift

operations. Handles and met staffing requirements of direct and indirect

labor in both divisions. Orchestrated production planning-short and long

range-plant labor efficiency and analysis. Union relations & negotiations,

government regulations, skilled trades coordination and annual budgets.

. Developed and implemented manufacturing systems which increased plant

efficiency from 70% to 90% while decreasing direct labor costs.

. Consolidated assembly tooling and production equipment, resulting in a

savings of product costs, equipment and floor space utilization and

scrap reduction.

. Restructured/consolidated classifications for increased stamping plant


. Member of negotiating team through three labor contracts, last

resulting in a freeze on wages.


1978 - 1981

Responsible for directing and training Supervisor and Floor Inspectors

throughout the Assembly Division. Set-up and/or revamped control systems in

plant, including Receiving/Inspection, In-Process Inspection and final

Audit Area. Oversaw Customer Relations, Survey and Tours, as well as

supplier communications and surveys.

. Successfully launched Q-101 for the assembly and stamping plants.

. Rolled out the introduction of FMEAs and APQP.

. Substantial gains obtained in the training and organization skills of

hourly inspection work force.

. PPAP submissions and related testing results.

Production superintendant

1976 - 1978

Responsible for up to 60 direct and indirect labor employees and

supervisors on two-shift assembly operation in the Gasket Division. Met

production goals and oversaw union relations, scheduling and inventory

control, scrap control, outside contractors and maintenance and tooling.

. Responsible for production supervisors, plants efficiency and scrap


. Deployed training of labor standards and line balancing standards.

. Employee relations, Union interaction and grievance processing.

. Effectively deployed direct labor resources to meet ever-changing

business needs.

. Successfully managed materials and inventory targets.

. Improved health and safety compliance and reduced health 7 safety


Production Supervisor

1973 - 1976

Responsible for 35 production employees in high-volume, multi-line

department of the Assembly Division. Met production goals and oversaw

efficiency, employee relations, scheduling, scrap control and general

health and safety.

. Increased production line efficiencies.

. Continuously improved manufacturing process resulting in scrap


. Successfully deployed & sustained work place organization &

housekeeping standards.

. Actively participated in employee relations and grievance process.


Oakland Community college Auburn Hills, MI

Management/Business Administration



united states army

Army Commendation Medal for Heroism Recipient

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