To whom it may concern,

First, thank you for allowing me this opportunity to introduce myself.

I am very interested and looking forward to discuss how I might help

fulfill your company's goals. I have served in private as well as public

companies. My style is to be a team building, hands-on manager that leads

by example. Mentoring, training and understanding the needs of individuals

are crucial for a smooth running organization. Detailed at finding the root

cause. Driven to eliminate waste. Strategically designed new Sales

structure resulting in double digit growth. Focused on TOC principles to

target customers and drive increased sales. I have implemented Lean

manufacturing Toolboxes utilizing a matrix driven approach which require

dashboard results to drive continuous improvements, expecting quarter over

quarter improvements. Familiar, comfortable and able to lead sales,

manufacturing, distribution and coordinate customer needs. Experienced in

global manufacturing with four European organizations. Developed Business

Plans and Sales strategies, including implementing Greenfield start-ups.

Sales experienced in B2B as well as the consumer markets. Sales channel

experience in direct sales force, independent reps, independent

distributors as well as direct distribution. Experienced in TS, ISO, AS,

and FDA quality programs. During my career I have developed technology

strengths in:

. Sheet Metal Fabrication

. CNC Machining (mills and lathes), vertical & horizontals up to 7 axis

. Upsetting, Extrusion, Cold and Hot Forging, Roll Forming

. Stamping Presses (coil fed and sheet)

. Plastic Injection, Blow molding

. Chemical compounding

. Rubber, Butyl extrusions

. Welding, robotic and manual

. Heat Treatment line, Brazing, Soldering, Heat induction

. Zinc and Electro coat Plating lines, Power Coating and Spray painting

. Automated and Manual Assembly Lines, Electromechanical components

. Tool and Die designs

. Corrugated, Thin Wall/Pop Up, High Speed Bagging, Plastic Packaging

. Warehousing and Distribution, Supply Chain management

. Steel Processing- Furnaces, Pickling, Anodizing, Annealing, Coatings,

Sizing

I hope you find my experience and skills will be an asset to your

company. I am excited to be part of a stable and growing organization.

During these economic times, my recent opportunities have been with

companies which have experienced mergers and downsizing. Relocation is

not an issue and assistance is not required. My resume is attached. If

you have any questions, please feel free to give me a call.

Thank you.

Hartmut Vogt

Hart

260-***-****

Hartmut J. Vogt

1412 Bicentennial Parkway, Ann Arbor, MI 48108

260-***-**** cell 734-***-**** home abjo38@r.postjobfree.com

Team building, aggressive, hands-on manager that leads by example. A proven

track record for finding solutions to

customer expectations while increasing profits. Instrumental in driving

changes throughout a global enterprise. Skilled

in all levels and functions while interfacing from suppliers to the end

customers. Effective leadership has resulted in a distinguished career,

rapid advancements and improved bottom line results. Details,

communication, developing strategies

and continuous improvements are high on my priority list. Areas of

demonstrated results include:

Greenfield and Turnaround environments Union and non-union facilities

Supply Chain and Distribution Direct, Reps and Distribution

Multi Plant - Domestic and overseas Sales

facilities Building results-oriented / well

versed teams

Offshore vendor development OEM & Private Label Marketing

Implementation of Lean Manufacturing, TOC, ISO / AS/QS / TS systems & Six

Sigma Principles

PROFESSIONAL EXPERIENCE

Grass America. Kernersville, NC

Division of the Wurth Group Dec

2008 to Present

Vice President

Full P&L $43million in Sales focusing on the Cabinet and Furniture Hardware

business. In house manufacturing using Stamping, Machining, Forming,

Coatings, Assembly Technology. Direct reports include Sales, Finance,

Engineering/R&D, Quality Assurance, Supply Chain, IT, Human Resources, Lean

Manufacturing, EHS.

Key Achievements

. Exceeded NOP budget by $1.6 million

. Restructured Sales organization resulting in 11% growth

. Reduced Inventory by 31% while improving on time delivery to 99.3%

. New Safety program achieved 263 days accident free (old record 82 days

in 2004)

. Continuous improvement programs resulted in 7% productivity increase

. Additional offshore vendor development resulted in cost reductions of

$447,000

NSS Technologies Inc. Plymouth, MI

Division of PCC Precision Castparts Corp

Sept 2006 to Oct 2008

Vice President of Operations

Full P&L- Sales $90 million over (4) four Manufacturing plants, (Michigan

and Alabama), focusing on the Near Netshaping of Metals using Cold Heading

/Forging /Machining/ Assembly Technology for the Aerospace, Transportation

and Mining industries. Direct reports include Sales, Finance, Engineering,

Quality Assurance, Materials/ Purchasing, Logistics, Human Resources, Lean

Manufacturing, EHS, 4 Plant Managers.

Key Achievements

. Consolidated plants resulting in reduced variable and fixed costs

. Strategic planning resulted in opening new Sales Markets

. Developed interdepartmental teamwork through the use of "True North

Mother and Baby Boards"

. Exceeded PCC standard for quarter over quarter improvements in

productivity, reduced variable costs, scrap reduction and pipeline

projects

. Installed ESH program which achieved 300+ days accident free

Sika Corp. Kansas City / Grandview (Short term consultant assignment)

Feb 2006 to Aug 2006

N. American Division of Sika AG. Manufacturer of Injection Moldings,

Adhesive & Sealant solutions for various transportation and construction

markets.

Acted as VP of Operations

Evaluated current business inefficiencies, develop a cohesive team

atmosphere and prepare a strategic business plan to turn around the Sika

Automotive Division. $60 Million, 300,000 sq.ft., 350 employees. 24/7

operation.

Three manufacturing operations consisting of Compounding/ Mixtures,

Extrusion forming of Rubber and Butyl, Injection Molding.

Full staff including Finance, Supply Chain, Customer Service, Engineering,

Manufacturing, Quality, Human Resources and Warehousing logistics.

Key Achievements

. In a turnaround situation implemented the use of Value Stream Mapping

to identify unnecessary cost/waste.

. Restructured operational measurement matrix into weekly monitoring and

reactionary plans for short comings.

. Developed and presented a Turn Around Business Plan to the Board of

Sika for implementation in 2007. This completed the assignment.

Bollhoff Inc. Fort Wayne, IN

2003 to 2006

N. American division for Bollhoff GmbH & Co. Fastening and Assembly

Equipment Technology. - Manufacturer of OEM and Private Label Equipment /

supplies for the Aerospace, Transportation, Medical, Food & Industrial

market. Supplying short run, medium and high volume requirements. Manual

and robotic units.

General Manager/ CEO

Full P&L for $24Million, Manufacturing, Distribution, Sales & Marketing for

facilities in US, Canada and Mexico. Duties include develop, organize and

evaluate the division's performance and continuously drive for

improvements. Provide for strategic financial input and development of the

business plan. Create understanding and positive image of the company by

building relationships with, and providing information to, the financial

community, media, customers and the public. Maintain company stability and

reputation by establishing and communicating a corporate value system and

enforcing ethical business practices. Establish and enhance planning for

increased market share and profitability.

Key Achievements

. Took a negative position business and increased EBIT by $873,000

within the first year through production improvements by using Lean

Toolbox to reduce set up time, job kitting, cross training and an ERP

system approach. Reduced purchasing costs by $169,000 by more

competitive quoting and long term supplier partnerships.

. Designed programs, which resulted in attaining Preferred Supplier

status at GM in 2004

. Built and restructured top level team, including new Sales force.

. Achieved sales growth from $12 to $24 million through development of

new markets.

. Restructured distribution channels, adding direct sales people and new

distributors.

. Implemented lean principles to reduce delivery time by 46%, increased

on time delivery performance from 72% to 96%, reduced work force by

12% and floor space requirements by 26%.

. Implemented the installation of Six Sigma programs which reduced dock

to dock lead times by using a more disciplined, data- driven approach

and methodology for eliminating defects in all processes - from

manufacturing to customer service.

. Established Asian supply chain sourcing for commodity type items.

Resulting in a 36% increase in margin.

. Restructured the engineering department to reduce new product lead

times from 24 weeks to 12 by developing a focused team which met

impromptu, to eliminate the bottle necks and stream line the

operation.

. Built an environment recognized as the city's Business of the Year

2004.

Powers Metal Manufacturing Co. Midwest Division of Powers / Rawl Inc

1995 to 2003

5 focused plants/ 278 employees producing/$78 Million, - Construction

equipment & supplies, Adhesive & Sealant solutions, Plastic & Metal Pans,

housings, covers, decks, cabinet components; Power Tools, accessories,-

Automotive components, Heavy equipment forgings; Medical components;

Transportation components and locking devices;- Plastic door handles,

faceplates, covers and clips.

President at Powers Metal and Vice President at Powers /Rawl Corporate

level (2000-2003)

President (1997-2003)

General Manager (1995 - 1997)

Multi-plant / Operations / P&L / Sales and Marketing

Established and accomplished enterprise objectives by researching

opportunities and problems; recommending strategies to the Board of

Directors; inaugurating programs and processes; meeting financial

requirements; evaluating and reporting results. Organizing the various

plants by assigning accountabilities, setting objectives, establishing

priorities and integrating corporate efforts. Representing the company to

major customers.

Simultaneous Position for the last 3 years for the Powers / Rawl Corp.

office in NY as a Vice President Manufacturing with responsibilities that

included new product development, capital equipment planning, transfer of

manufacturing techniques, plant consolidations, Greenfield Foreign

facilities Start Up, Six Sigma and automation.

Key Achievements

. Researched, implemented, and achieved ISO 9002 & QS 9000 at the

Division level for all facilities resulting in a more homogenous

manufacturing environment and ease of information flow between

plants.

. Entered new markets through aggressive marketing strategies.

. Attained double digit sales growth for six years through the use of

key account reps and business unit managers.

. Developed new techniques by using Six Sigma, TPS, Lean Principles and

Team building which resulted in a 30% product cost reduction.

. Designed a Specialty Group which delivered unique, short run, low

volume custom products with a two week turn around time. In

Production, a more cellular concept with necessary support resulted

in reduced queue times, increased inventory turns and a major

reduction of WIP by 42%.

. Established Asian operation in China from Greenfield start up.

. Coordinated, implemented, transferred manufacturing knowledge to the

newly formed Foreign operation. This resulted in 20 to 70% product

cost savings

. Instrumental in developing the reorganization plan; its

implementation and consolidation of plants to one domestic location.

This facility was set up to serve as a research, development,

prototype, new product try-out, as well as having full production and

high speed process packaging systems to warehousing capabilities.

Hilti Inc. Tulsa, OK

1993 to 1995

Building/ Construction / Electric, Pneumatic, Hydraulic Power Tools and

accessories, - Industrial Equipment-Construction fasteners and anchoring

systems.

Director of Engineering

Plan and provide direction for the 27 R&D, Manufacturing, Design,

Industrial and Technical

Service Engineers. Plan for the immediate and long term capital

expenditures for the Manufacturing Departments at the

Tulsa facility. Plan, coordinate and ensure the cooperation of HILTI

plants internationally. Implement the introduction of

new production equipment, technology, and products for the Tulsa operation.

Key Achievements

Decentralized the Plant's operation into five lean designed focused

cellular factories. Each unit consisted of support personnel

including, but not limited to, dedicated Engineering, Maintenance,

Machine Shop and Quality Assurance. These changes resulted in a more

focused group, which shorted lead times and provided cost reductions

of 10% within a year.

Rearranged machinery for more utilization of faster equipment.

Crossed trained employees for more flexibility resulting in increased

production efficiency by more than 30%. Developed faster set-up

techniques. Implemented pull system between units to reduce queue

time and WIP dollars. Realized a $1,640,000 reduction in WIP

. Developed new cost cutting methods on a global level to

ensure total delivered, assembled product at minimal cost.

. Capacity planning on a world wide basis to optimize all

equipment and eliminate duplication of capital equipment

requirements.

RB&W Corporation - Kent, OH

1990 to 1993

250+ Union plant / Presses, Upsetting, Forming; Bearing Cups, Steering

yokes, Washers, Rods and Metal frames

Locking nuts, Screws, Tool and Die components, Metal Processing

Manager of Manufacturing/Operations

Managed all phases of Manufacturing, Scheduling, Shipping, Purchasing.-

Supervise the Plant

Superintendent, 12 Supervisors, and Union Employees.- Coordinate the

efforts of Engineering, Quality, and Customer

Service to ensure the delivery of product on a timely basis.

Turn around situation. This plant had lost over $2 million in two

years. Getting the supervisors and union to work together, working as

a team instead of adversaries, on various small cost improvement teams

allowed for the implementation of numerous changes through out the

facility. Building trust and productivity improvements.

Instrumental in the use of TQM / Lean techniques which resulted in

reducing queue time, set up time, implemented pre-kitting and improved

cross training of employees. These changes turned the plant from a

loss to a profitable position within one year.

Everlock / International Screw A Division of Microdot Inc. Mt. Clemens,

MI 1979-1990

A leading manufacturer of automotive, transportation, aerospace fasteners.

Manager of Engineering

Supervise the activities of the Engineering Department, which Consisted of

R&D, Manufacturing, and Costing. - Coordinate customer quality requirements

with the Quality Control Manager and oversee that department in the

event of his absence.

Design/Applications Engineer

Designs for the manufacturing of Cold Headed Products, Tool and Die

designs, Take corrective action on any manufacturing difficulties

encountered in production runs. Quotations and Customer visits pertaining

to prototype and production runs.

Quality Manager

Quality assurance and supervise the employees. Maintain Q1, Spear 1, and

Pennastar

Plant Production Supervisor

Responsibilities: Maintain production to meet customer requirements;

schedule employees to meet required production runs; resolve union

conflicts; supervise the Quality Control, Maintenance, Shipping and

Production Departments.

Technology/ Strengths

. Roll forming, Sheet Metal Fabrication

. CNC Machining (mills and lathes), vertical & horizontals

. Upsetting, Extrusion, Cold and Hot Formers, Form Rollers, Pinch

Pointers, Shavers

. Adhesive & Sealant, Rubber and Butyl

. Stamping Presses (coil fed and sheet), Injection molding

. Welding, robotic and manual,

. Heat Treatment line, Brazing, Soldering, Heat induction

. Zinc and Electro coat Plating lines, Powder cost and Spray paint

. Automated and Manual Assembly Lines (mechanical & electrical)

. Tool and Die

. Corrugated and Thin Wall Packaging,Warehousing and Distribution

. Steel Processing- Furnaces, Pickling, Anodizing, Annealing, Coatings,

Sizing

Bilingual: German

Education: Wayne State University Mechanical Engineering

Continuing Education classes:

University Of Tulsa: Project Management

Aubrey Daniels Inst.: Performance Management

WMEP: Value Stream Mapping/ Lean Principles

PCC University: Advanced Lean Manufacturing Principles, TPS

PCC University: Theory of Constraints TOC

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