Plant Manager
Resume:
DAVID A. TENNISON
Bowling Green, OH 43402
abjlis@r.postjobfree.com
Plant Manager / General Manager
General Plant Management professional with 20 years of running automotive
and consumer packaging supplier facilities launching products that require
injection/blow molding, paint, metal fabrication and multi-stage assembly
processes. Possess full P&L financial accountability, implementation of
Lean Manufacturing systems. Operational management skills include Plant
Management, Operations, Engineering, Quality, New Program Launches and
Financial Accountability. Demonstrated effective leadership style in
operational improvements with emphasis in Lean manufacturing concepts.
EDUCATION / TRAINING
BSBA, LaSalle University
Graduated 1996 with Honors, Major, Corporate Management
Associates Degree, Applied Science, Owen Technical College
Graduated 1985 with Honors, Major, Corporate Financial Management
Internal Auditor Training, American Society for Quality Control Design
of Experiment Training, XR Associates
ISO /QS-9000 Lead Auditor Training, Perry Johnson Inc. SMED, Kaizen
Institute of Europe
ISO RAB Certified Auditor, RAB Accreditation Board Lean Manufacturing
- Six Sigma Institute
Certified Quality Auditor, American Society for Quality Control
Statistical Process Control, XR Associates
Kaizen for Manufacturing - Kaizen Institute of Europe Six Sigma
Greenbelt, Six Sigma Institute
Contract Employment April 2009 -
Present
Consultant
Operations Consultant to local plant facilities improving their operational
practices, processing capabilities, quality performance and overall cost
management as it relates to plant's operational budget requirements.
D & D WELDING AND FABRICATION INC. August 2006 -
April 2009
General Manager
Full P/L responsibility for custom metal fabrication and welding facility
including full paint booth capabilities.
. Operational management of job shop operations
. Painting capabilities include all direct to metal painting, 2 and 3
part epoxy painting and custom painting per customer requirements.
. Operational improvements for local private based company including
production line
. assessment, standardized work operations and efficiency improvements.
. Procedure development based on improvements, base line operational
measurements
. established for daily performance expectations
. Budget development, capital expenditure management and financial
performance responsibilities.
. Manage all financial planning and budget requirements for the facility
in support of the direct operational responsibilities.
Accomplishments
. Developed and implemented operational system for management of plant
operational performance including plant scheduling and capacity
models, developed lost opportunity system, machine efficiency (OEE)
and labor management program.
David A. Tennison
Page 2
. Developed operational strategies to maximize profitability under the
increasing challenges of market and customer price pressures.
. Machine performance improvements of over 20%.
. Line efficiency improvements of 15%.
. Labor standardization improvements of over 25%.
ERLER INDUSTRIES, North Vernon, IN
April 2005 - August 2006
A privately held business with over 8 locations in the United States and
Mexico with annual sales in excess of $750 million dollars.
General Manager
Full P/L responsibility for $150 million tier one automotive robotic
painting which included 5 manufacturing plants. Plants employs 350
employees with multi stage robotic painting and decorating lines for both
automotive and non-automotive customers. Plant produces over 3.5 million
products per month in a high volume dynamic production environment.
Responsibilities
. Managed all Plant Technical functions including, Program Management,
New Business Acquisition and Management, Process Engineering,
Manufacturing Engineering, and Quality.
. Budget development, capital expenditure management and financial
performance responsibilities
. Managed all financial planning and budget requirements for the
facility in support of the direct operational responsibilities.
Accomplishments
. Developed operational strategies to maximize profitability under the
increasing challenges of market and customer price pressures.
. Developed a total operation and quality management system for the
facility
. Improved labor efficiency by 40%, machine efficiency by 35% plant
profitability from a negative margin to a 26% profit entity.
. Recognized over $1.5 mil in annual plant cost reduction utilizing,
Lean Manufacturing concepts, Kaizen and standardized work methodology.
. Developed and implemented operational system for management of plant
operational performance including plant scheduling and capacity models
developed lost opportunity system, machine efficiency (OEE) and labor
management program.
Plastech Engineered Products, Dearborn, MI
Feb. 2004 - 2005 Was a privately held minority
business with over 30 location in the United States, with annuals sales in
excess of $1.4 of over $1.4 billion dollars. (filed bankruptcy-liquidated)
Plant Manager, Monroe MI
Full P/L responsibility for $80 million tier one automotive interior
manufacturing plant. Plant employs 500 employees with 26 injection molding
presses and 10 blow-molding presses along with 3 distinct In Line Vehicle
Sequencing lines. Plant produces over 1.8 million products per month in a
high volume dynamic production environment
. Budget development, capital expenditure management and financial
performance responsibilities.
. New pant startup with responsibilities for strategic operational
layout, one-piece flow initiatives with emphasis on operational
excellence utilizing lean and Kaizen techniques.
. Developed and implemented operational system for management of plant's
operational performance including plant scheduling and capacity
models. Developed lost opportunity system, machine efficiency (OEE)
and labor management program.
. This plant became benchmark for 5S, lean manufacturing techniques,
operational system and over all plant performance utilizing defined
operational strategy.
David A. Tennison
Page 3
. Manage all financial planning and budget requirements for the facility
in support of the direct operational responsibilities.
. Acquired and secured new business for start up location building this
facility to an $80 million profitable plant within one year's time.
. Developed operational strategies to maximize profitability under the
increasing challenges of market and customer price pressures.
LEAR CORPORATION, Southfield, MI
June 1998 - Feb. 2004
Fortune 150 company, founded in 1917, is the world's 5th largest automotive
supplier whose 2003 sales exceeded $14.1 billion dollars.
Plant Manager, Marshall, MI (June 2001 - Feb. 2004)
Full P/L responsibility for $90 million tier one automotive interior
manufacturing plant. Plant employs 600 employees with 52 injection molding
presses and multi stage door assembly lines.
. Budget development, capital expenditure management and financial
performance responsibilities.
. Directed operational plant turn around, improving all key financial
and operational measures.
. Manage all financial planning and budget requirements for the facility
in support of the direct operational responsibilities.
Accomplishments
. Improved labor efficiency by 50%, machine efficiency by 25%, and plant
profitability form negative margin to 20% profit entity.
. Recognized over $4.5 mil in annual plant cost reduction utilizing,
Toyota Production System, Lean Manufacturing concepts, Kaizen and
standardized work methodology
. Developed and implemented operational system for management of plant
operational performance including plant scheduling and capacity models
developed lost opportunity system, machine efficiency (OEE) and labor
management program.
. Operational system developed for this plant became Benchmark for
entire division and rolled out to additional 10 plants. Played lead
role in supporting and implementing these tools and system at these
multiple plant locations.
. This plant became benchmark for 5S, lean manufacturing techniques,
operational system and over all plant performance utilizing defined
operational strategy.
. Developed plant mentality for systemic thinking and problem solving.
Developed key individuals to their potential, with multiple direct
reports taking positions of higher responsibility.
Plant Technical Manager / Assistant Plant Manager (June 1998 - 2001)
Responsible for all Plant Technical functions including, Program
Management, New Business Acquisition and Management, Process Engineering,
Manufacturing Engineering, Quality Engineering, Facility Maintenance and
Tooling Departments and Operational Improvements.
. Responsible for 23 direct reports and 34 indirect reports for an $80
million injection molding and multi-stage assembly facility.
. Manage all financial planning and budget requirements for the facility
in support of the direct operational responsibilities.
. Successfully launched a $50 million new business production cell.
Increasing facility's earnings by 35%.
. Developed the total operation and quality management system for the
facility.
. Managed operational improvement initiatives with annual savings in
excess on $1.2 million.
. Budget development, capital expenditure management and financial
performance responsibilities.
David A. Tennison
Page 4
Benchmark Technologies, Toledo, OH
May 1993 - June 1998
A privately held consulting firm with $10 million in sales in the fiscal
year ending Jan. 31, 2000.
Director, Industrial Services - Responsible for management of all
operational and financial activities for the organization. Clients
included, but not limited to, Lear Corporation, Kelsey Hayes, Owens
Illinois, Owens Corning, Dana Corporation, Ford Motor Company and General
Motors
. Provided consulting services for manufacturing facilities with needs
for organizational improvements including operational and process
performance, technical and engineering support.
. Developed multi-site operational systems to support increased
profitability and lean manufacturing initiatives.
. Responsible for 26 direct consultants including all proposal
development and client deliverable accomplishment.
. Fiscal responsibility for all sales growth activities with
accomplishment of 23% sales growth.
CARNUAD METAL BOX, Norwich, England
August 1986 - May 1993
Northern European Manufacturing Coordinator
Based in Paris, France with 168 factories in 65 countries, is the world's
2nd largest pharmaceutical and household packaging supplier with over
65,000 employees worldwide.
. Facilities manufacture injection and blow molded bottles and closures
for the household packaging industry including pharmaceutical bottles
and closures.
. Reported to the Managing Director of Northern European Operations.
. Responsible for all Plant Operational Improvements for 6 locations in
England, Scotland and Germany.
. Responsibilities included oversight of Program Management, New
Business Acquisition and Management, Process Engineering,
Manufacturing Engineering, Quality Engineering, Facility Maintenance
and Tooling Departments and Operational Improvements for each
facility.
. Responsible for all system development to support operational
improvements in all technical aspects of these organizations.
. Facilitated and managed significant operational improvements resulting
in increased profitability of an average of 38%.
. Participated, as the representative for the Northern European
Division, in the development of a World Class Manufacturing Program,
which established key operational benchmark measurables for the
Corporation. This program was rolled out to all 168 facilities in 36
months and realized substantial operational improvements.
. Represented the division in a benchmark initiative in Japan to study
Japanese manufacturing techniques.
. Trained over 1200 employees in the application of statistical process
control and design of experiments for injection molding.
COOPER TIRE & RUBBER COMPANY, Findlay, Ohio August 1981
- August 1986
Headquartered in Findlay, Ohio and specializes in the manufacture and
marketing of automotive products. Cooper has more than 20,000 employees and
55 manufacturing facilities in 13 countries.
Production Supervisor
Responsible for all shift production activities in the tire curing room.
Responsibilities included production uptime, quality performance and
personnel management.
. 37 direct reports in a high paced union environment.
. Managed all daily production activities including line and material
flow requirements.
. Developed improved operating systems to support increased workflow and
production.
. Managed all labor scheduling, production effectiveness ratings and
maintained a high level of operational efficiency.
COMPUTER SKILLS
Windows ME ~ Windows 98 / Vista/ NT/XP ~ MS Word ~ Excel ~ Powerpoint ~
Outlook ~ Visio ~ Access ~ Statistical Software ~ SAP / MRP Software ~
Impact
Words; Plant Management, Operations, Toyota Production System, Lean
Manufacturing, Kaizen, Full P/L Responsibility, Operational Improvements,
Process Improvements, 5-S, Production, Production Control, Quality, Quality
System Development, World Class Manufacturing, Operational Systems, Program
Launch, Automotive, Injection Molding, Blow Molding, Metal Stamping, Metal
Fabrication, Progressive Dies, Assembly, Bottles and Closures, Consumer
Products, Financial Planning, Budget Development, OEE, Plant Start Up,
Public Companies, Private Companies, Union, Non -Union, In Line Vehicle
Sequencing lines, operational layout, one-piece flow initiatives, financial
performance, automotive interior, benchmark, operational strategies,
profitability, new business, labor efficiency, Process Engineering,
Manufacturing Engineering, Quality Engineering, Facility Maintenance,
Tooling, multi-site, quality management system, budget requirements
Contact this candidate