Joseph William McKinley

***** *** ******* **

Novi, MI 48375

Cell: 248-***-****

Email: abhuvy@r.postjobfree.com

Summary

Results oriented professional dedicated to increasing share holder value

through the implementation of Lean Manufacturing Principles. Solid record

of success in developing and implementing strategies that target internal

cost reductions. Experience in developing teams that have proven track

records of success in all areas of an organization. Strong background in

strategic planning, decision making, interpersonal skills and leadership.

P & L - Ground up Budget Development. Mergers & Acquisitions Experience.

Turn around and Plant Start Up Experience

Professional Experience

Blue Bird Bus Corporation - Fort Valley, GA

Director of Planning 5/09-11/09 Director of Materials & Planning 11/09-

11/10 May 26, 2009 to Nov. 24, 2010

. Coordinate the delivery of parts required to build Type :"C: and Type

"D" School Buses.

. Review and update planning parameters to minimize on hand inventory.

. Set metrics to drive ON Time Delivery of parts to line and maintain

peak production efficiency

. Reduced Premium Freight 38% in FY2010, Budgeted 10% reduction in

FY2011

. Implemented cost recovery process to charge back supplier late on

delivery.

Shiloh Industries - Canton Manufacturing Division

Operations Manager 1/08-5/08 Plant Manager 6/08-5/09

Jan. 28, 2008 - May 26, 2009

Complete P & L responsibility for a $45 million Metal Fabrication facility

specializing in Laser Blank Welding, Forming and Progressive Die work.

Hired to improve operations using my background in Lean Principles, System

and P & L background.

. Coordinate all 6 Sigma Programs, annual impact of $368,000 savings.

. Head count reduction in first month of 21% due to improvements in OEE

and scheduling.

. Idea Culture - Employee recommended cost savings, implemented $75,000

of improvements since launch in May 08.

. Scrap reductions of 20% from Feb 08 to Oct 08

. OEE Improvement of plant from 42% to 59%

Independent Consultant

Cerberus Capital - GDX Automotive Jan.

20, 2007-

Manufacturing and MP+L Support for Turn Around Operation

July 29, 2007

GDX-Mexico operation with major manufacturing and equipment issues causing

customer shut down and high premium freight costs.

. Reviewed and re layout of assembly line to improve flow of material.

. Set up standard work stations and standardized work process.

. Updated PM plan and purchased required tooling and replacement items

to support operation.

. Set up min-max tool crib operation to assure MRO and spare parts

availability.

. Dropped premium freight from $500,000/month to $20,000/month.

. Set metric for inventory control of incoming raw materials to assure

no shortages on parts from Europe. Used to control rubber for

extrusion lines and drop obsolete material costs running $30,000/month

to less than $5,000 per month.

. Eliminated $370,000 in total obsolete material, rubber, steel &

coating, and set up tracking system to prevent future issues.

. Launched MAPIX - MRP system.

July 2006-January 2007

Reum Corporation (Closed US Plant March 2007)

Waukegan, IL

Operations Director

Operational responsibility for a facility growing from 10 million in sales

of small molded, painted, laser etched buttons to a new product mix of

large interior trim parts pushing 20 million in annual sales.

. Set up new Manufacturing structure to support Sales Growth.

. Training of all associates in 5S and lean principles so they better

understand how and why this is required for job performance.

. Implemented Fast Response boards in Molding, Paint and Assembly areas

to provide 1st a visual display of issues and provide a platform for

the corrective actions to take place.

. Completed capacity and budget reviews for 2007, 2008 and along with

the President completed presentation to the Board of Directors.

April 1994 -Mar. 2006

Key Plastics, LLC ~ A Key Automotive Group Affiliate

Howell, MI

General Manager Howell and Markham Facilities

October 2004-March 2006

Full P & L responsibility for two locations encompassing $50 million in

sales of plastic injection molded, painted and assembled exterior and

interior trim products.

Howell, MI manufacturing facility specializing in painted exterior door

handles. Facility achieved sales of $32 million in 2005 increasing to $41

million in 2006. Responsible for 310 total associates in a 117,000 sq/ft

facility.

. Incorporated GM-LBS program with a focus on Layer Audits, Fast

Response Actions and Practical Problem Solving. Bottom up approach

with all associates responsible and engaged in process.

. Improved quality from a Top Focus Supplier at GM with a non-preferred

rating to a 100% quality rating and removal from the Top Focus

Supplier program in January 2006.

. Improved COQ (Cost of Quality) from 16% in January 2005 to <8% in

September by Improved internal scrap as percent of sales from 7% to

3.5%.

. Improved EBITDA performance 2004 to 2005 by 2.5% and forecast 2006

improvement of additional 4%.

. Final approval on all new programs pricing through BET (Business

Engagement Team) process.

Markham, Ont. Canada manufacturing facility specializing in precision

components, interior door handles, seat belt retainers and interior trim.

Sales remaining steady at $9 million 2005 to 2006. Responsible for 99

associates in the 40,000 sq/ft facility.

. Continue to remain in single digit PPM with external customers even

with the introduction if MIC (Mold in Color) interior trim components.

. Improved EBITDA 4% from plan in 2005 through cost reduction

activities.

. Final approval on all new programs pricing through BET (Business

Engagement Team) process.

Key Plastics, LLC ~ A Key Automotive Group Affiliate

Northville, MI

Vice President Operations Planning

December 2002 - October 2004

Moved into this newly create position to begin standardization of

facilities. Rationalize foot print for operation based on currently booked

sales with a focus on new target opportunities. Championed consolidation

and transfer of $26 million in business while closing two facilities.

Based on success in operations was sent to China to help set up

manufacturing systems in Joint Venture.

. Transferred $5 million in business from a sister company to improve

share holder value and align the work into the respective groups.

. Closed two manufacturing facilities impacting $21 million in sales to

improve internal costs.

. Set up manufacturing, quality and financial systems in our Monterrey,

Mexico facility to improve overall operations.

. Working with our internal Mergers & Acquisitions group was part of the

team that successfully brought into Key Plastics two opportunities.

o One operation remains a stand alone operation with single digit

PPM and EBITDA above internal threshold levels. This plant was

Plant of the Year in 2004.

o Second opportunity was a distressed move where Key Plastics was

asked to move $10 Million in business over the weekend. As

Champion we completed this task and had approved parts flowing

to the customer within three days of execution.

General Manager Mid-West Trim Group

August 2001-December 2002

Moved to Michigan to take over newly formed group after emerging from

Chapter 11.Complete P & L responsibility for four manufacturing operations

located in Michigan, Ohio and Indiana. Responsible for $46 million in sales

and 625 employees.

. Implemented new methods for cost control to achieve EBITDA

Improvement of 3% in the first year.

. Implemented corrective actions to improve quality of air bag

covers to major customer and moved external PPM from over 6000

PPM to under 300 PPM. Achieving the status of preferred

supplier in the process.

. Championed consolidation efforts required by group after

emerging from chapter 11 closing one facility, $17 million in

sales, and scaling back another facility to improve labor and

overhead costs.

Key Plastics, LLC York,

PA

Plant Manager York Facility

January 2000 - August 2001

Direct all areas of operations for the facility with $30 million in annual

sales and responsibility for 300 employees. Managed plant through Chapter

11 process with zero impact to customer in terms of delivery and quality.

Manufacturing Engineering Manager - York Facility

July 1996-December 1999

Directed group of engineers whose responsibilities include review of design

for manufacturing of components, capable molds and assembly equipment

design and setting up the manufacturing process of new programs for

facility. Developed yearly budget for group including expected capital

expenditures for plant.

Senior Manufacturing Engineer - York Facility

April 1994-June 1996

Managed and provide support for launch of two new assembly programs which

reflect 80% of the York Division sales dollars. Managed 6-person tool room

for York Division that included yearly budget development, capital

equipment requirements and justification and setting up employee goals.

Worked on prevent reoccurrence teams to develop systematic fixes to

assembly processes. Led TOPS teams to develop cost effective process

improvements.

Fasco Controls Corporation

Shelby, NC

Senior Manufacturing Engineer

April 1991-March 1994

Handled design, quality and manufacturing engineering support for

successful launch of automated coil winding assembly line. Managed

installation and successful launch of an in molded cam position sensor.

Implemented process improvements that achieved cost reductions of $60,000

per year on a mechanical switch line for the Saturn vehicle.

Philips Technologies - Automotive Electronics Group

Cheshire, CT

Advanced Manufacturing Engineer

February 1987 - March 1991

Program responsibilities included specifying the purchase of assembly

equipment, then following the equipment through the design and build stage

into production launch. Project manager of robotics group, consisting of a

toolmaker and electronic technician as support personnel. Implemented cost

savings of $100,000 per year.

Equipment Engineer

January 1984 - January 1987

Design, build and troubleshoot automated testing and assembly equipment;

software, electrical and pneumatic controls.

Education:

Central Connecticut State University

New Britian, CT

Bachelor of Science Industrial Technology: Electrical Systems

1980-1984

Professional Training:

GM-LBS (Lean Business Solutions) - 2005

Six Sigma Black Belt Champion training - 2004

Kaizen Seminar - 1997

Prevent Reoccurrence Seminar / Ford Motor Co. - 1996

Continuous Process Improvement Seminar - 1994

Taguchi Methods - 1991

Allen-Bradley PLC-5 Programming - 1990

Adept Robot and Vision System Programming - 1987

Design for Assembly - 1987

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