Mikel P. Graham
*** ****** ***** ***** ( Lebanon Tennessee 37087
C: 615-***-**** ( Email: **************@****.*** (
www.linkedin.com/in/mikelgraham
World-Class Automotive Manufacturing Operations Management
Accomplished hands-on professional who is passionate and wired for
strategic and tactical thinking and focused on creating results-driven
continuous improvement in operations. Collaborative manager and change
agent that can see the hidden, assess the problem, develop strategic
plans, and execute solutions. Live "lean" utilizing appropriate best
practices to eliminate waste and inefficiencies. Solid track record
directing operations, developing solutions, and leading top-performing
teams committed to achieving a company's vision and mission. Utilize a
team-based approach to achieve total team participation. Communicate
effectively with all levels of an organization.
"A high energy individual with the ability and demonstrated experience to
build
collaboration and synergies within an organization"
Stamping ( Project Management ( Start-up Initiatives ( Equipment
Installation ( Process Improvements
Operations Leadership ( Policies & Procedures ( Training Facilitation (
Safety ( Quality Compliance ( OSHA
ERP & SAP / MRP ( Environmental Management System ( Business Management
System ( 5-S
Certified Crane Trainer ( CMAA / ASME / ANSI / NFPA Rules & Regulations
Career Summary
Faurecia Exhaust Systems; Louisville, KY ( September 2012-Present
Global leader in manufacturing of sub-systems for the automotive industry.
FES-Louisville focuses on the manufacture of entire exhaust systems. One in
five vehicles features an FES exhaust system.
UAP Manager
Plant Management Committee
member hired to implement plant wide change initiatives to increase team
autonomy. Ensure all daily facets of manufacturing are aligned with FES and
customer expectations. Facets not limited to but include production,
quality, engineering, maintenance, P&L, HSE and logistics. Implemented new
product launches for Nissan & Hyundai and serve as official plant
representative for customers. 120+ team; 10 direct reports.
. Empower team to conceptualize new problem-solving initiatives.
. Commit to goals set during PIC/PDP process (direct labor head count,
shift organization, schedules, etc.)
. Convey QCDP targets for ppm, pph, TRS, absenteeism, accidents, safety
improvements, etc.
. Analyze processes to eradicate future operator errors. Identify root
cause to implement corrective measures (training, SWIS,EWO, maintenance
and safety) to minimize future errors.
. Improved direct labor efficiency (DLE) from 51 to 61% under 3 months.
. Manage production costs to achieve FES financial targets; prepare and
present UAP budget.
. Designate staffing needs and participate in interviews to determine new
recruits, promotions and terminations.
L&W ENGINEERING; Lebanon Tennessee ( January 2012-September 2012
Tier 1 supplier of stamped and welded sub-assemblies for the automotive
industry. Primary customers include Honda, Nissan, Ford, and General
Motors.
Plant Superintendent
Change agent hired to organize& develop internal lines, departments and
management to ensure plant objectives align with customer quality and
delivery expectations. Implemented new training & management ideologies.
. 50% increase in workforce within shift; 90+ team members and 8 direct
reports.
. Improved HPH 10% through the development and utilization of cross-
training; slashed change-over times by 22%.
. Improved and maintained positive working relationship to increase
production system efficiency.
. Fill the role of Plant Manager on all factory-related responsibilities
should the need arise (vacation/weekends).
Mikel P. Graham
C: 615-***-**** ( Email: **************@****.*** (
www.linkedin.com/in/mikelgraham
HYUNDAI (HMMA USA); Montgomery, Alabama ( September 2003 - September 2011
Company's first U.S. manufacturing ($1.4 m) facility boasts 2 million
square feet and employs more than 2,700 people.
Assistant Stamping Manager / Acting Head of the Department and Acting
Operations Manager
Recruited to help launch Hyundai's first state-of-the-art facility
manufacturing panel builds for 335,000 automobiles annually. Assisted with
supervising plant construction including start-up processes. Researched and
purchased equipment, and guided the delivery and installation of equipment
for stamping processes. Determined layout and installation of the metal
finishing and die repair areas. Hired and trained 50% of the stamping
plant's first employees. Established and executed departmental policies and
procedures, plant objectives, manuals and training materials, KPIs, and
business management systems.
Maintained inventory and scheduled raw material purchases. Provided
leadership to a group of 50+non-union workers, two team leaders and two
group leaders within a 2-shift world-class stamping shop operation - 90%
automated.
. Tapped to jumpstart a lagging project for an automated scrap system
developed to recycle scrap steel into bales.
. Mentored and developed six team leaders and two group leaders to advance
within the plant.
. Guided ERP and SAP / MRP operations for raw material / finished product;
updated information / improved efficiency.
. Slashed ADC by 100% to world-class ADC of 5.5 minutes. Increased SPH by
75% to hold world-class level of 553 SPH.
. Championed three new car launches and two vehicle facelifts.
. Spearheaded delivery, installation, start-up, and FTP of four automatic
and three radio-controlled cranes. Negotiated with crane manufacturers
and installers to save more than $150K.
. Recorded more than $50K in cost savings with the installation of an
Automated Truck Guide.
. Developed and implemented all SWIS manuals for stamping jobs; created the
Crane Automation and Automation Safety guidelines, the Pit Fire
Protection "Sprinkler System" and switch gear installation and sub-
station.
. Recognized for developing the team member classroom curriculum and hands-
on training guide.
. Maintained record of zero recordable OSHA for a 16-month period from 2009
- 2010.
. Visited Steinbichler's Quality Vision System (Germany) to learn more
about defect detection.
. Number One Stamping Plant in the World 2009 (Harbour Report 2010); Number
One Stamping Plant in NA 2008 (Harbour Report 2009); and Number One
Stamping Plant in NA 2010 (Harbour Report 2011).
GENERAL MOTORS, INC; Grand Rapids, Michigan ( November 2000 - August 2003
Press Department Die Set, Crane & Salvage Supervisor
Coordinated and directed work in eight diverse areas of the plant including
20 transfer press lines, 12 standard die set press lines, and 31 remote /
overhead cranes in addition to mechanical and safety. Provided leadership
to a 50-team shift in addition to supervisors. Adhered to QS-9000
compliance standards, maintained a lean inventory level, met shipping
requirements, and managed the salvage repair operations. Facilitated safety
meetings and enforced quality.
TOWER AUTOMOTIVE; Kalamazoo, Michigan ( August 1993 - October 2000
Acting Production Manager
BENTELER AUTOMOTIVE; Galesburg, Michigan ( August 1992 - July 1993
Final Inspector; Cadillac Line - QS-9000 environment
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Education and Professional Development
Bachelor of Business Administration ( Nazareth College; Nazareth, Michigan
( 1989
Lockout / Tagout ( Ergonomics ( Global Quality Assurance ( OSHA ( Team
Relations ( Diversity Awareness
Sexual Harassment ( Intercultural Relations ( Business Ethics ( Employee
Relations ( Root-Cause Analysis
The 5-Whys of Problem Solving ( Fishbone Diagrams & Organizational
Effectiveness
5-S ( Continuous Process Improvements