Engineer Manager
Resume:
John H. Morris
Chicago IL, 60614
****************@***.***
Profile
Highly accomplished management professional with extensive operations and
project leadership experience. 18-year professional history. MBA, poised
for a role strategically developing, directing, and delivering major
projects, or leading organizations. Well-versed in the essentials of
project management across the entire project cycle, from strategic
planning, to opportunity identification, scoping, milestone definition,
financials, construction / vendor oversight, and close. Expertise strongly
suitable for executing a portfolio of high-priority, high-profile, complex
projects. Not averse to project risk or accelerated schedules. Experienced
in developing organizations, improving performance. Thrive building
consensus with teams, partners, executive leadership, and key customers.
o Operations Leadership
o Major Project Management
o Budget Administration
o Cost Management
o On-Time Delivery
o Lean Processes
o Global Team Leadership
o Talent Development
Experience & Achievements
Morris Innovative Inc. 2002 to Present
Chief Operating Officer: Scope encompasses preparing materials, production,
quality, IT and accounting as the company anticipates rapid expansion.
Specified the growth objectives and led action plans to achieve those
goals. Led development of ERP system capaple of integrating forecasts into
material and purchasing requirements. Reorganized production area to
facilitate rapid sales increases.
Board Member (2002 to 2008): Raised $5 million+ through private,
institutional, and state investments for the firm as it completed human
trials, secured FDA approval, and commenced sales.
Target Corporation 2007 to 2008
Senior Group Leader: Joined this 1.5 million sq. ft. distribution center to
strengthen operational functions. The organization processed 36 million+
cartons annually, supplying product to 84 retail locations. Oversaw 50
associates.
o Held the 2008 budget at 5% under plan, by instituting strict
performance and data monitoring procedures and tracking those on a
month-to-month basis.
o Raised employee safety 40%, and dropped the OSHA recordable incident
rating from 62 to 35, through increasing the emphasis on safety and
engaging a guest speaker from another site.
o Passed the Environmental Audit in 2008, after failing in 2007. Assigned
a supervisor to oversee audit findings, and facilitated the
implementation of changes across the organization.
Eaton Corporation 2002 to 2006
Worldwide IT Manager (2004 to 2006): Advanced to this position to provide
strategic IT leadership for this $1.8 billion auto division with 6,000
staff. Managed 26 IT specialists co-located in the US and Europe. Managed a
$3 million department budget, and consistently held operations under
budget.
o Instrumentally contributed to a reorganization from divisional to group
structure, to eliminate duplicate services and deliver a higher level
of service to the customer organization.
o Acted as the business lead for a global JDE ERP launch across 9
facilities. Drove process changes at individual manufacturing sites,
enabling on-time migration to the new system.
John H. Morris
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Operations Management Development Associate / Plant Manager (2003 to 2004):
In year 2 of this rotational program, directed site that assembled and
repaired aerospace motors for Boeing, Hamilton Sundstrand, & Eaton.
Prepared and managed the annual operational budget. Led 36 staff.
o Orchestrated a major facility relocation in 3 months. Identified the
new site, upgraded it for regulatory compliance with the City of
Burbank and the FAA, and relocated the equipment.
o Demonstrated a new level of respect for individual employees'
contributions, which directly contributed to a 21% increase in employee
engagement as indicated in the employee survey.
Operations Management Development Associate (2002 to 2003): In year 1 of a
management rotational program, directed the launch of Ford's new purchasing
program throughout Eaton facilities worldwide, which required ensuring
Eaton's systems were properly aligned to accommodate Ford's purchasing
systems, and communicating any necessary changes with different facilities.
Additionally, analyzed 4 Eaton European plants to evaluate potential
consolidation. Also conducted a 5-month European assignment to relocate
production from Monaco to Poland, projected to save $600K/yr.
Ford Motor Company 1996 to 2002
Launch Engineer (1999 to 2002): Fully directed layout, facilities, tooling,
and build sequence for the 200 operators per shift trim shop for the 2002
Expedition and Navigator SUVs. Provided strategic advice and expertise
regarding product design, to ensure capability of vehicle assembly. Saved
$2 million by implementing a packaging change to eliminate console delivery
conveyor.
Final Area Engineer, Michigan Truck Plant (1997 to 1999): Drove continuous
improvement initiatives in ergonomics, quality, and efficiency.
o Conceptualized and executed a project to modify the seat delivery
system, and captured $1.2 million annual freight savings.
o Achieved a 27% improvement in warranty claims on the handles, locks,
and mechanisms subsystem, by leading the variable reduction team to
effect modifications.
o Championed a rebalancing initiative, negotiating with the UAW, and
reduced 40 operators in the trim shop.
o Instrumentally contributed to the moonroof setting fixture team, and
garnered the Presidential Customer Driven Quality Award.
Material Handling Engineer (1996 to 1997): Generated studies and projects
for the Norfolk assembly facility and Michigan truck plant. Evaluated floor
space and equipment requirements.
Lear Corporation 1992 to 1996
Engineering Manager (1994 to 1996): Directed build processes and facilities
of a JIT seat assembly plant supplying Ford Taurus / Mercury Sable seats to
an assembly plant in Chicago. Led staff of 12.
Industrial Engineer (1992 to 1994): Specified and ordered tooling and
conveyor systems to produce 300,000 seat sets annually for the Ford
assembly plants producing Taurus / Sable vehicles. Contributed to site
selection solely responsible for plant design and project management for 2
new facilities with $12 M budget.
Education
Masters of Business Administration, University of Michigan, Ann Arbor, MI
2001
Bachelor of Science, Industrial Engineering, Purdue University, W.
Lafayette, IN 1991
Professional Training
Certified Eaton Business Excellence Examiner, based on Malcolm Baldridge
Award assessments
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