Manager Plant

J. Kelly Nelson, ms, bs

*** ******* ***** **** * Hendersonville, TN 37075 * 615/826-1160 or 497-

**** * ******@*********.***

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Outstanding Leadership Record in Operational Cost-Reduction & Profitability

Growth, Manufacturing Development & CIP [continuous improvement Process]

* Consistently delivered plant delivery, profitability, and product

quality, along with employee safety and morale well above industry

standards

* Major professional highlights include: functioning as due diligence

environmental lead for two major (>$50 million each) acquisitions and

oversaw their operational integration without compromising client

satisfaction.

* Recognized for outstanding leadership and performance related to

associate safety, development and morale during a restructuring

environment.

* Formal recognition by Nike, Siemens, and Bosch as outstanding

performer in culture development.

Core Strategic Competencies

P&L Spearhead: Direct vendors and professionals engaged in operations,

procurement, client relations, product design, manufacturing planning &

engineering, production, maintenance and accounting. Generate production

schedules. Prepare business, strategic plan and financial analyses

including proposed transaction summaries and market trend overviews.

Oversee regulatory adherence and acquisition of governmental approvals.

Plant Management: Oversaw 24-7 operations for manufacturing facility with

over 1100 on staff. Within last two years, oversaw multi-site, multi-state

network administration at two locations with 900+ staff. Develops,

supervises, mentors, trains, and directs managerial teams of up to 12 while

administering operational budgets approaching $78 million.

Management Instrument Development & Customer Service: Generate employee

surveys and performance reviews for two-way staff-leadership communication.

Senior strategist charged with resolving bottlenecks. Act as senior level

relationship leader with internal and transnational external partners;

share knowledge and develop best practices among corporate leadership.

Develop and implement national initiatives including acquisition

consolidation.

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Career History

Federal Mogul Corporation, Smithville, TN Sept. 2009 - Current

Plant Manager

Summary: Through a team of 8 managers, hold P&L responsibility for a 1100+-

employee automotive brake friction manufacturing plant, serving tier-1

automotive manufacturers and aftermarket supply chains. Direct all phases

of safety, quality systems, customer satisfaction, employee morale, supply

chain, production infrastructure, financial performance & planning, change

management, costing, CQI, and overall plant performance.

Leadership Areas: Launched and Chair plant Lean/Visual Management Team,

FMPS [FM Production System] /CIP steering committees. Introduced and lead

TPM (Total Productive Maintenance) Team, teaching MMTR, MTBR, Total Cost of

Ownership and Life Cycle Costing. Led cross-functional, multi-plant HR

team designed for recruiting strategies related to key positions needed for

strong succession planning.

Key Deliverables

Bottom-Line: Managed all aspects of a $275 million annual revenue stream in

vehicle safety products - brake systems manufacturing. Changed a culture

that was out of line with Corporate Strategies. Created a strong Safety,

Quality, and Customer Satisfaction culture understood and demonstrated by

each associate. On-time delivery and customer satisfaction improved by

double-digit percentages.

CQI: Reduced PPM rating from 11.4 to the current rate of 6.5 within one

year. For the first time in plant history, achieved overall customer

satisfaction level of 100% with OTD, DTD, FPY [on time delivery, dock to

dock, first pass yield, etc) metrics consistently surpassing industry

standards.

Business Case Planning: US representative on Bosch transnational executive

leadership team - generated the strategic plan procuring a new

manufacturing business for global brake actuation product line.

ROBERT BOSCH, LLC, Gallatin, TN Nov. 1999 - July 2009

Promoted - Plant Manager (April 2004-Dec 2005) Promoted - Plant

Manager/Director (Dec 2005)

Summary: Through a team of 12 managers, hold P&L responsibility for a 400+-

employee automotive chassis manufacturing plant serving tier-1 automotive

manufacturers. Direct all phases of safety, employee morale, supply chain,

forecasting, production infrastructure, financial performance & planning,

customer relations, costing, CQI, and overall plant performance.

Leadership Areas: Chair plant TPM [total preventative maintenance] and BPS

[ Bosch Production System] /CIP steering committees and head three

direction-setting teams (change management, retention & morale and plant

safety/ergonomic improvement). Led cross functional, multi-plant HR team

designed for retention strategies for key associates.

Key Deliverables

Bottom-Line: Inaugurated a $25+ million annual revenue stream in a safety

product - brake systems manufacturing. Delivered highest levels of plant

profitability and on-time delivery in record time.

CQI: Reduced PPM rating from 25.4 to a rate of 8.35 within eighteen months.

For the first time in plant history, achieved overall customer satisfaction

level of 100% (period: June 2004 - Feb. 2005); OTD, DTD, FPY [on time

delivery, dock to dock, first pass yield, etc) metrics consistently

surpassing industry standards.

Business Case Planning: US representative on Bosch transnational executive

leadership team - generated the strategic plan procuring a new

manufacturing business for global brake actuation product line.

Acquisition Integration: Successfully completed a seamless incorporation of

a total of five newly acquired business units into Bosch, LLC. Two of which

were incorporated into the Gallatin, TN location, and then three additional

acquisitions integrated into Bosch

Promoted - Assistant Plant Mgr. (Aug. 2002-April 2004)

Promoted - Manufacturing Operations & Engineering Manager - Machining

(Aug. 2000-July 2002)

Summary: Responsible for meeting the daily, monthly and annual production

schedules on time and within business plan. Subject matter expert on

capital and operational budget development, lean manufacturing, value

stream mapping, and resource planning & forecasting.

Leadership Areas: Managed operational and capital budgets of $16.5 and $7.6

million, respectively. Managed five internal departments and six direct

reports who in turn manage 172 hourly associates and 16 salary positions.

Global component and product manufacturing alignment head strategist (3

regional plants).

Key Deliverables

EH&S: Set corporate benchmark for manufacturing plant safety performance in

US. (rank 1st of 38 locations)

Operations: US Manufacturing lead on world-wide team for successful launch

of new product line in US, Europe, China and Japan utilizing global

benchmarking and cross functional approach.

New Business, Launches, and Process Improvements: Reduced operational

expenses by over $6.5 million in past two years (over 21% and 42% favorable

to operational and capital plans. Decreased scrap rates for an average

yearly reduction of 38% over 3 years, a dollar value conservatively

estimated above 1.2 million.

Environmental, Health and Safety Manager (Nov. 1999-Oct. 2000)

Bottom-Line Highlights: Received zero findings or penalties during the

course of two audits by TOSHA. Reduced Worker's Compensation Year-over-Year

Expenses by $380K during 10-month period; accomplished in collaboration

with German counterparts a globally recognized design of a US-customized

human interaction and industrial athleticism culture. Revised, developed,

and implemented environmental, health and safety policies and procedures,

four of which are now considered corporate benchmarks. Cumulatively reduced

accident frequency by 42% and severity rating by more than 84% at four

locations.

SIEMENS ELECTROMECHANICAL COMPONENTS, Franklin, KY May 1997 - Nov. 1999

Human Resources Manager: Environmental, Health & Safety and Satellite Plant

Leader

NIKE, INC., Memphis, TN June 1995 - May 1997

Human Resources: Environmental, Health and Safety / Risk Manager

Professional Development

Education: Master of Science, Occupational Environmental, Health and Safety

Engineering (ASSE Accredited; May 1995) and Bachelor of Science, Mass

Communications (ACEJMC Accredited; May 1990), Murray State University,

Murray, KY.

Advanced Training and Technologies: Tepper School of Business, Carnegie

Mellon, Pittsburgh, PA - Strategy Development & Execution; Advanced Methods

of Acquisition and Integration. Formal TPS training is such principals as

Kaizan, Kanban, Heijunka and Andon; addressing such issues as Muri, Mura,

and Muda within the system. MS Office Applications, Lotus Notes, Apple,

SAP,

Disciplines: TS16949, ISO 9001, QS 9000, ISO14001; OSHA/EPA/DOT protocols

and audit criteria; human resources management techniques, lean

manufacturing, continuous improvement, change management, continuous flow

and project costing; total preventative maintenance (TPM); advanced

executive financial business planning; value contribution accounting;

critical thinking, union avoidance; ergonomic, risk assessment and workers

compensation management; trained in avoiding workplace violence, and

conflict resolution management principles.

Affiliations: American Society of Manufacturing Engineers, American Society

of Safety Engineers, National Safety Council, past board member United Way,

Habitat for Humanity and local county club.

Available Upon Request: Details of Bosch, Siemens and Nike positions,

references, curricula development and publication contributions.

Contact this candidate