Manager Plant

MICHAEL W. BURCH

** ********* ***** *********: 517-***-****

Coldwater, MI 49036 E-mail: *******@***.***

BACKGROUND SUMMARY

High energy leader who has a proven track record of meeting and exceeding

goals in plant operations. Successfully developed strong leadership teams

and implemented business operating systems at multiple locations which have

led to excellent customer ratings and highly profitable operations.

Experience with lean manufacturing, program management and supply chain

development have led to the reduction of lead times, reduced inventory,

enhanced communication, world class metrics, and overall improvement in the

way the organizations did business. Eager to embrace change and a proven

success in teamwork development and employee involvement.

CAREER HISTORY

METALDYNE LLC, Plymouth, Michigan 1998 - 2010

A leading global designer and supplier of metal-formed components and

assemblies for engine, transmission and driveline applications with 23

facilities in 12 countries around the world.

Plant Manager - Litchfield, Michigan (2009 - 2010)

Plant Manager - Thamesville, Ontario (2007 - 2009)

Plant Manager - Middleville, Michigan (2000 - 2007)

Plant Manager - Troy, Ohio (1998 - 2000)

Responsibilities included financial budget preparation, P/L, business

planning, capital planning, launching new business, cost control and

improvement, and all aspects of manufacturing including continuous

improvement initiatives. Reporting to this position are Manufacturing

Engineering, Manufacturing, Quality, Maintenance, Materials, Finance, and

Human Resources.

. Developed and installed a flexible low volume manufacturing cell

consolidating over 100 service parts into one cell. These were previously

made on various high volume lines or on equipment located throughout the

facility. This consolidation resulted in a reduction of capital

equipment, increased available production floor space, cleaned up and

organized the plant, improved cost, and reduced inventory.

. Moved and installed five manufacturing and two paint lines from another

facility in eight weeks. The timing to complete was critical to

maintaining supply of parts to the customer. The project was completed on

time and within budget.

. Reduced scrap by 40% and customer PPM by 80% through disciplined use of

quality system tools, Advanced Production Quality Planning (APQP),

layered process audits (LPA), and Kaizen.

. Won "freshman" award in 2008 global Metaldyne Kaizen Challenge event.

Through team member involvement and the use of value stream mapping and

Kaizen, paint line capacity was improved by 22% and cost per piece

reduced by 21%.

. Established self-directed work teams (SDWT) that encouraged team members

to participate in improving overall equipment effectiveness (OEE), reduce

scrap, and variable cost. Used the Toyota Production System (TPM) tools

with extensive use of Kaizen to drive improvement. The facility became a

benchmark facility and realized new business growth from $50 million to

$110 million in sales revenue.

Achieved over one million hours without a lost time accident.

. Successfully negotiated a concessionary labor agreement with the CAW

which realized a $1 million dollar annual savings over the three year

life of the agreement.

MICHAEL W. BURCH page 2

Won 2004 Automotive Industries PACE award for Manufacturing Innovation.

This project utilized flexible two spindle machining centers where each

spindle worked independent of each other. This reduced production cycle

time, reduced the number of machines required, reduced the manufacturing

footprint, and overall capital investment.

. Improved inventory accuracy to less than 2% error resulting in

dispensation from physical inventory. This initiative allowed the plant

to reduce inventory which increased inventory turns by over 40%.

LUCAS VARITY, Dayton, Ohio 1996 - 1998

A designer, manufacturer and supplier of advanced technology systems,

components and services in the world's automotive and aerospace industries.

Plant Manager

Responsible for manufacturing facility producing brake products for the

heavy duty vehicle industry. Reporting to this position are Manufacturing

Engineering, Manufacturing, Quality, Maintenance, Materials, Finance, and

Human Resources.

Implemented Total Quality Management (TQM) continuous improvement process

that focused on the use of empowered teams to drive cost out of the

process. This initiative resulted in improved OEE from 54% to 76%,

reduced scrap 39%, reduced overtime from 1.5% of sales to 0.5%.

Achieved over one million hours without a lost time accident.

MOTOR WHEEL CORPORATION, Okemos, Michigan 1977 - 1996

Designed and produced wheels and brakes for automobiles and commercial

highway vehicles.

Operations Manager - Bowling Green, Kentucky (1991 - 1996)

Operations Manager - Luckey, Ohio (1988 - 1991)

Material Control Manager - Mendota, Illinois (1984 - 1988)

Section Manager - Production Control - Lansing, Michigan (1982 - 1984)

Senior Industrial Engineer - Lansing, Michigan (1981 - 1982)

Senior Buyer - Ypsilanti, Michigan (1980 - 1981)

Industrial Engineer - Lansing, Michigan (1979 - 1980)

Production Supervisor - Lansing, Michigan (1977 - 1979)

EDUCATION AND PROFESSIONAL DEVELOPMENT

B.S. Business Administration, Ferris State University, Big Rapids, Michigan

A.A.S. Industrial Production Technology, Ferris State University, Big

Rapids, Michigan

Self Directed Work Teams (SWDT) 5-S

Toyota Production System (TPS) TS-16949 Auditor

TPS for Executives Targeted Selection Interviewing

(DDI)

Lean Manufacturing Steven Covey 7 Habits

Visual Factory Phil Crosby Quality Management

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