Customer Service Manager

J ames Maass

Strategic. Results-Driven. Transformational.

**** ****** *****, ********, **** 44406

330-***-****, cell.330-***-****

abm3kx@r.postjobfree.com

Demonstrated Success in Production/Operations

M anagement & Leadership

Solid track record of driving success of manufacturing operations, including

margins, efficiency, productivity, and performance. Established production

records and achieved customer and plant goals consistently. Won several

a wards. Experienced Go Fast instructor. Supported plant- wide projects.

Manufacturing/Operations Leadership – Project Mgmt – Performance Enhancement – Process

Dev – Staff Dev Strategic Planning – Quality Enhancement – Continuous Improvement – Just

I n Time (JIT) – Lean Manufacturing

Executive Summary

Spearheaded all aspects of manufacturing operations and led production, budget

management, quality, and operational initiatives from start to finish. Implemented

i ndustry best practices; drove continuous improvement. Optimized internal controls

to achieve lean manufacturing and JIT production goals. Interfaced with cross-

functional players controllers, plant comptroller, quality manager, engineering

director, labor administrator, safety director, HR, auditors, consultants, and third

party services. Recruited and managed staff in union and non-union environments.

Negotiated with union workplace policies and compliance issues. Contributed

toward product launch advisory groups and created, implemented, and measured

launch plan of action. Proven communication, leadership, problem solving, and

organizational skills. Team player who is able to relate to people at any level.

Computer proficient.

Professional Chronology

General Motors Corporation, Lordstown, OH 2006–

2009

BUSINESS PROCESS/PRODUCTION/OPERATIONS MANAGER (2006–2009)

Spearhead multi- million dollar operation manpower issues, manpower allocations,

union negotiations, operations, budget management, customer service, maintenance

scheduling, safety and quality issues, lean manufacturing, 5S, ISO, job setup, and

best practices throughout plant. Handle highly mechanized and automated (100s of

robots) body shop exceeding 1 million square feet and producing 300,000 units.

9 Orchestrate recruitment, training, evaluation, and job assignment allocation

for 140 people, including nine supervisors; closely interface and negotiate

w ith union on shop issues/policies.

10 Effectively reduced headcount 30%. Aggressively eliminated overtime costs

for service part production.

11 Accountable for ISO 9000; received second-highest compliance in company

98%.

12 Succeeded in reducing scrap costs by recycling parts through system as

opposed to scrapping them. Developed comprehensive process to reinsert jobs

and make repairs as needed; reduced scrap 8% to 12% and saved over

$50,000 annually across various departments.

13 Undertook extensive problem solving, including ergonomic issues; redesigned

job/footprint to minimize walking and manual labor.

14 Improved quality response time through increased d irect i nvolvement of

supplier, especially with critical problems.

15 Achieved highest runtime amongst all shifts. Consistently recognized on

H igh Performer List; received above average merit raises.

16 Collaborated with and empowered team leaders; improved their function and

efficiency through weekly meetings, open communications (provided radios to

i mprove communication), improved worker morale, and fostered union

relations. Efforts reduced absenteeism and downtime.

PROCESS CONTROL MANAGER & SENIOR PRODUCT ION SUPERVISOR (2004–2006)

Undertook extensive evaluation and problem solving for department’s production

issues and provided oversight for execution and maintenance of high quality

standards and processes; optimized quality metrics. Conducted visits to customers in

t he field and brought their complaints to plant to achieve effective resolutions. Setup

job elements and comprehensive production processes. Recognized with Red X

Certification. Liaised with key departments throughout plant and tracked processes

(through system) to find and resolve problems.

17 Honored in plant publication; recognized with Red X Certification.

18 Provided oversight and supervision in areas of bodyshop and metal assembly;

oversaw a total of 42 individuals and assumed responsibility for running

overall manufacturing operation, from coordinating manpower to safety and

maintenance.

19 Effectively resolved problems between operators from two different

departments; evaluated job and devised strategy to reduce work load and

costs by eliminating a part; saved $50,000 in material costs.

PRODUCTION/DIE-SET SUPERVISOR (1996–2004)

Effectively resolved employee conflicts, including discrimination issues requiring

tact and diplomacy, to achieve team dynamics and a harmonious work environment.

Empowered team leaders with greater discretion and authority. Provided customer

service and resolved issues.

20 Established production record of 545 jobs in one shift. Initially worked in

p ress room with largest area 20 presses and 40 staff members. Set record of

62,000 parts per day (eight hour shift).

21 Handled dimensional issues of car and undertook extensive problem solving

on line.

22 Supervisor of the Year, 2000 (32 peers). Network officer and regional

representative for plant.

23 Won numerous competitions for key benchmarks, including cost cutting and

philanthropy.

24 Achieved merit raises every year; on High Potential List. Honored with Red X

Certification Award for problem solving.

25 Officer of Professional Managers Network made trip to headquarters to

represent plant and deliver presentations. Won PMN Cup, 1999, despite stiff

competition among plants to meet quality, philanthropy, and production

metrics.

M ATERIAL /P RODUCTION SCHEDULER /QUALITY C ONTROL SUPERVISOR

Lear Corporation, Warren, OH 1995–

1996

Efficiently scheduled plant’s production based on customer needs; achieved Just In

T ime goals for production facility. Regularly ordered materials from suppliers and

i nterfaced with freight companies on a daily basis. Evaluated production

requirements and ordered materials. Identified glitch in computer system and

coordinated with IT to resolve issue; resulted in expedited material flow and saved

plant over $100,000 per year in addition to other valuable resources.

Financial Planner/Sales

Boardman Financial Group, Boardman,OH 1991-1995

Originated new accounts with business owners implementing 401k, hospitalization,

stock option plans as well as buy-sell agreements. Established and maintained

personal relationships with clients and served them in estate planning. Recognized

for consistently meeting and exceeding sales targets.

Educational Qualifications & Professional Development

Masters in Manufacturing Management, Kettering University, Flint, MI, 2001

Bachelor’s Degree; Major: Economics, Minor: Finance; U niversity of Cincinnati,

Cincin

nati,

OH,

1990

ISO 9000, Labor Relations, Sexual Harassment, Ergonomics, Process Control,

Proble

m

Solvin

g Six

Sigma

Highlights

Supervisor of the Year, 2000; Member, Professional Managers Network –

P lant

Regio

nal

Rep

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