Manager Manufacturing

JOSEPH M. MOLLOY

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

Perrysburg, OH 43551

Home *** - *** -**** **** 419-***-****

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PLANT MANAGEMENT

Seasoned Manager with many years of management experience at a manager

level supported by a diversified background in engineering and

manufacturing. Proven ability to execute top-level accountability, assuring

organization and divisional objectives are achieved while ensuring cost

effectiveness, high product quality and workplace safety. Significant

contributions in the following areas:

Full P&L Responsibility Solid hands-on Leader Customer Focused

Demonstrated "Lean" Knowledge Business Acumen Change Agent

Excellent Communication Team Development

CI Program Implementation Skills

PROFESSIONAL EXPERIENCE

EATON-INOAC COMPANY, Fremont, Ohio 2000 to 2009

Joint Venture of Eaton Corporation and Inoac Corporation, manufacturing

painted premium automotive trim.

Plant Manager

Managed a multi-shift manufacturing operation supported by a culture of

continuous improvement, based on employee involvement and empowerment.

Providing overall strategic direction to all Japanese personnel,

manufacturing, and support functions (300-640 employees) with full P&L

responsibility.

. Implemented a structured, systematic and sustainable continuous

improvement program to all levels of the organization utilizing TPS

(Philosophy and tools) creating an environment of employee involvement,

empowerment and life long learning (100% participation). Mentoring

senior and front-line leadership in change management and lean

manufacturing.

. Increase employee engagement score by 100%.

. Developed and conducted plant-wide lean training and facilitated 60+

kaizen workshops to include supplier and customer participation.

Implemented an improvement team program (80% participation) and helped

create a division lean/quality competition. Implemented a daily "Gemba"

walk review and engineering design for lean manufacturing process.

. Achieved $19M+ in cost reductions resulting from a Continuous Improvement

culture of cross-functional improvement team initiatives (2001-2008).

. Reduced manning utilizing lean from 640 employees to 300 while

maintaining $60M+ in sales.

. Implemented pull systems, single-piece-flow processes and consignment

inventory reducing gross inventory by $3.0+M.

. OSHA's Voluntary Protection Plan (VPP) Star Participant certification -

twice. Developed and implemented Safety Taskforce Teams and Dupont's STOP

Safety Program.

. ISO14001 certification - four times and TS16949 certification - twice.

. Increased operating margin from 4.2% to 11+%.

. Reduced customer DPPM levels from 3,800 to 280.

EPIC TECHNICAL GROUP, Fort Wayne, Indiana 1995 - 2000

A division of Dana Corporation, manufacturing automotive fluid delivery

systems

Corporate Continuous Improvement Manager (Jan. 1999 - July, 2000)

Chosen by leadership to build and manage a dynamic, responsive Continuous

Improvement Program, driving cultural change across Echlin Automotive

Division. Personally conducting hands-on lean training workshops, lean

assessments, group kaizen workshops, supporting 22 manufacturing operations

focused on breakthrough improvements for QDCMS, utilizing Echlin's version

of the Toyota Production System.

. Conducted 10 lean assessments, facilitated 26 kaizen workshops and 5

supplier workshops meeting cost reduction targets (10 plus facilities) of

$13.5M.

. Develop bi-lingual (English, French and Spanish) training manuals, lean

toolbox, monthly reporting system documentation and a Continuous

Improvement web site.

. Developed and implemented training programs in principles of lean

manufacturing, J.I.T., Pull systems - kanban, S.M.E.D., cellular

manufacturing, 5-S, visual management, poka-yoke, and standardization.

Mentored leadership and lean coordinators on managing change and

utilizing lean tools.

JOSEPH M. MOLLOY PAGE TWO

Division Manager, Fort Wayne, Indiana (1996 - 1999)

Managed a multi-shift manufacturing and distribution facility supported by

420 non-union employees with full P&L responsibility. Providing strategic

direction to all manufacturing and support functions focused on creating

and sustaining a culture of continuous improvement.

. Implemented a structured, systematic and sustainable continuous

improvement program to all levels of the organization utilizing TPS

(Philosophy and tools).

. Facilitated and supported 68 kaizen workshops (38 being full 5 day

workshops).

. Developed, trained and implemented self-directed work teams supporting 10

of 22 processes.

. Exceeded profit plan objectives [115% (1996), 120% (1997), and 127%

(1998)].

. Achieved $8.8M in cost reductions resulting from Continuous

Improvement culture (1996-1999).

. Directed all activities to shutdown and consolidate two manufacturing

facilities into one, increasing sales to $65M, while reducing manning

requirements by 60 employees.

Operations Manager (1995 - 1996)

Managed all manufacturing, purchasing, shipping and receiving functions

supporting a multi-shift manufacturing operation with 300 non-union

employees.

. Developed and implemented self-directed work teams focused on creating an

environment of employee empowerment and ownership as an approach to

driving breakthrough improvement in performance (85% participation).

Reduced fixed and operating costs by $2.2M.

. Implemented lean as a business model establishing a Continuous

Improvement Committee, training all employees in the TPS, created a

visual factory and utilizing kaizen workshops to drive improvements in

QDCMS. Reducing downtime by 35%, increasing delivery performance to 98%

and reducing operating costs $600K annually.

. Developed and implemented a Quality Operating System, achieving QI and

ISO14001 certifications.

FEDERAL MOGUL LIGHTING, ELECTRICAL AND FUEL SYSTEMS DIVISION 1990

- 1995

Logansport, Indiana

Product Line Manager (Manufacturing Services) (1994 - 1995)

Managed all manufacturing and support functions for a multi-shift operation

supporting injection molding, metal stamping, machining, die-casting and

various assembly processes with P&L responsibility. Providing strategic

direction for 220 union employees and 25 direct reports.

. Directed all activities to shutdown and consolidate two manufacturing

facilities into one, increasing sales to $30M, while reducing manning

requirements by 35 employees.

. Exceeded profit plan by 10+% in 1994/1995 through CI initiatives and self-

directed work teams.

. Designed and implemented an in-line synchronous injection molding

operation to support new $5M U.S. Postal Service contract with a 20%

operating margin return.

Operations Manager (Injection Molding Facility) (1991 - 1994)

Senior Project Engineer (Manager-Lighting Design) (1990 - 1991)

R.E. DIETZ COMPANY Syracuse, New York 1990 - 1995

Plant Superintendent (Lighting Manufacturing) (1988 - 1990)

Manufacturing Engineer (Process - Cost Reduction) (Lighting Mfg./Design)

(1984 - 1988)

Industrial Engineer (Cost/Work Measurement Analyst) (Lighting Mfg./Design)

(1978 - 1984)

EDUCATION

Bachelor of Science in Business Administration (BSBA), Indiana Wesleyan

University, Marion, IN

CERTIFICATIONS

Lean Manufacturing Certification University of Kentucky - 6/97

Certified - Six Sigma in the Office (Eaton University) - 5/05, 07

Eaton EBE Examiner (Malcolm Baldridge Award) (Eaton University) - 7/04, 06,

07

Kaizen Workshop Trainer (Echlin Automotive) - 3/97

Toyota and Ford Kaizen Trained - 6/05 & 6

Working on Six Sigma Black Belt certification

Certified - Performance Based Assessment (PBA) - Eaton Lean (Eaton

University) - 2/07

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