Stephen C. Jeremy

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

Mansfield, Ohio 44906

419-***-****

Objective: Seeking a Manufacturing Management position offering

opportunity for advancement based upon demonstrated performance

and experience.

Professional

Experience: Whirlpool Corporation Marion, Ohio (Feb. 2009 - Present)

Third Shift Manager - Press Room and Fabrication

Responsible for third shift operations in the Press Room and Sub

Assembly, consisting of twelve transfer presses, three

conventional press lines, eight progressive presses, and ten

assembly cells. Directly responsible for four team leaders and

145 hourly employees. Responsibilities include safety of the

entire workforce, quality of all products produced in Press and

Assembly departments, and throughput as measured by OEE.

Produce all class A and B surface parts for ten assembly lines

consisting of numerous product lines, such as Whirlpool, Maytag,

Kenmore, and GE. Drive continuous improvement utilizing lean

manufacturing initiatives and value stream mapping in the

assembly cells. Work closely with our workforce utilizing their

skill and experience in driving productivity improvements and

eliminating waste in the manufacturing process. Work closely

with support departments such as maintenance and tooling, to

drive continuous improvement through preventative and predictive

maintenance of equipment and tooling. Lead weekly TPM meetings

with production and support groups to drive productivity

improvements and eliminate downtime.

Selected Accomplishments:

Improved third shift OEE by 7% in first nine months.

Act as a consultant for lean team initiatives based on extensive

experience in the Automobile Industry.

Lakepark Industries Greenwich, Ohio (2002 - 2008)

Production Manager

Responsible for a two-shift manufacturing facility, consisting

of progressive presses, line presses, robotic, resistance and

spot welding and general assembly. Manage four Area Managers, a

Maintenance Supervisor, and 125 hourly associates. Responsible

for plant performance in the areas of safety, quality and

productivity. Direct responsibility for improving plant

performance in production efficiency, throughput, scrap

reduction, delivery and quality as measured by the customer.

Selected Accomplishments:

Received the Presidents Award for outstanding performance in the

area of safety by the State of Ohio. 100% delivery rating to all

customer plants for the past four years. Improved plant

productivity and quality rating in each of the past four years.

GENERAL MOTORS CORPORATION, Mansfield, Ohio (1986 - 2001)

Superintendent of Transfer Press Room (1997 - 2001)

Lead Superintendent of three-shift production operation. Managed

two assistant Superintendents, fifteen supervisors, and 350

employees. Supervised a press room consisting of 20 Transfer

Presses, A, B, and C size presses which produced class A outer

surface and underbody metal. Manufactured 25 million parts per

year for 21 customer plants throughout Canada and the U.S.

Responsible for meeting budget in areas of productivity, premium

freight, overtime, and scrap. Improved productivity through

process controls and lean manufacturing techniques. Controlled

quality objectives, PPM, PRR's and PPAP. Worked jointly with the

UAW to resolve grievances and promote a strong relationship

between union and management. Personal mentor to six GM college

supervisors. Created and presented quarterly score card reviews

to divisional leadership. Interim area manager.

Selected Accomplishments:

Received Harbor and Associates Award for best overall equipment

efficiency of all automotive stamping facilities in N. America,

three consecutive years. Implemented and achieved QS 9000

certification in 1999.

Page 2

Stephen C. Jeremy

Superintendent of Conventional Press Room (1996 - 1997)

Responsible for a two shift operation, producing automotive

parts from 17conventional press lines including 180 and 108-inch

press beds, 50-ton portables, and progressive die lines. Managed

staff of one assistant superintendent, two general supervisors,

ten supervisors, and 150 employees. Coordinated meetings to

improve uptime and quality, preventative maintenance of presses,

and deadlines. Facilitated daily quality meetings, process

safety walks, and throughput meetings. Developed a system to

reduce premium freight cost. Trained the workforce in lean

manufacturing and process control. Served as Team Leader for

Press Room negotiations on the local labor agreement.

Selected Accomplishments:

Promoted the Quality Network Employee Suggestion Plan and

implemented suggestions to reduce costs in the areas of scrap

and labor, and improve quality and safety. Increased production

output by 7% while reducing customer complaints by 11% during

the same time period.

Asst. Superintendent of Press Room (1995 - 1996)

Managed the second shift operation, consisting of six

supervisors and 120 production employees. Responsible for

production scheduling, technical support, maintenance, shipping,

and plant safety.

Selected Accomplishments:

Recruited and coached three supervisors into a successful

management team.

Lean Manufacturing Manager (1993 - 1995)

Reported to the Asst. Plant Manager, worked in concert with

representatives of the 13 stamping facilities to develop best

practices for lean manufacturing strategies including the J.I.T.

production system, development of common tooling, standardized

work processes for quick line changeovers, a hits based

preventative maintenance system, reduced process variation

through standardized work and process controls, and

identification of waste in the production process.

Selected Accomplishments:

Facilitated a group of employees and developed quick die change

procedures which reduced line transitions for conventional

presses 80% and transfer presses by 66%. Initiated a

preventative maintenance team that developed a P.M. plan

incorporated by the division as the best practice.

Pull System Coordinator (1991 - 1993)

Developed just in time production system. Responsible for

training workforce of 350 employees.

Mansfield system adopted as the best practice for all thirteen

stamping plants.

Production Supervisor (1986 - 1991)

Managed hourly employees in the conventional press room and

blank & shear producing class A outer surface and underbody

panels. Responsible for meeting production standards, quality of

products, and workforce safety. Monitored employee attendance

and handled disciplinary interviews.

Education

M.B.A., Executive Management, Ashland University, Ashland, Ohio

Bachelor of Science, Business Administration, Ferris State University, Big

Rapids, Michigan

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