Manager Plant

Brian K. Werner

***** ****** ***** ***** - ****** Twp. MI 48044

Cell 586-***-**** E-mail: **********@*****.***

SUMMARY

Over 20 years of Automotive Plant Management Experience at DaimlerChrysler, Sarnamotive, Tooldex, US

Farathane and PDC (Process Development Corp). Extensive background in Production Control /

Materials/Manufacturing Operations and Finance/Product Cost Accounting. Results driven leader who excels

at turning around underperforming operations by leading and attacking problem areas with multiples

disciplines working as a Team. Experienced with driving LEAN principles in several Manufacturing

facilities. Continuous record of productivity improvements, cost reduction, lowering in-process inventory

levels, improving record integrity and eliminating production line disruptions. Hands on approach to

managing personnel and have the ability to recognize talent and mentor them to higher levels. Successfully

demonstrated the ability to manage and direct both Union (Hourly and Salaried) and Management Personnel

in a complex and fast-paced environment at all facilities. Utilize excellent interpersonal skills to develop and

motivate my staff to consistently meet or exceed company targets.

ACCOMPLISHMENTS

• Reduced Total Raw/WIP/In-Transit Inventory at the Detroit Axle Facility by $19M or 63%.

• Reduced Total Inventory at Kokomo Transmission by 40% or 32M and Excess

Transportation by 70% or 3.2M.

• Reduced Total Inventory at US Farathane by 20% and implemented multiple Warehouse

Inventory Control within Parts Plus system.

• Successfully redesigned and implemented dedicated storage points at JCIM Romulus.

• Successfully redesigned a refurbished Manufacturing Facility with LEAN Manufacturing

principles that changed company culture.

• Received Recognition of Excellence Award from DaimlerChrysler Corporate Procurement

Supply for Outstanding Record Keeping/BOM/Physical Inv. Results.

• Received Manufacturing Group Accounting Award from DaimlerChrysler for successful

launch of Single Inventory Record.

PROFESSIONAL EXPERIENCE

PDC 9/09-11/09(Contract)

Materials Manager

Managed the Materials Department (on a contract basis) in Ramos Mexico and another in Romulus Michigan

(JCIM) for companies that make interior trim sub-assemblies and plastic components. My assignment was to

work with plant staff and Production Control to organize their Finished Goods Warehouse and optimize

material flow from the Production Floor to the Warehouse and then outbound to the Customer. I led this

initiative by redesigning their Warehouse to provide FIFO flow and a designated place for all part numbers.

Warehouse Racking was used to divide the plant storage (small parts) into sub-groups (by Customer) and

identification from the floor labels directed Warehouse personnel to place the product in the proper location.

Large parts were stored in rows that were clearly identified with signage and direction for continuos FIFO

throughout the plant. The result of the redesigned Warehouse eliminated exhausting searches for parts that

did not have designated storage points. Management at the Facility was very pleased with my efforts to

design good clean flow and clear designated staging lanes for Outbound Product.

US Farathane 9/06-05/09

Manufacturing Manager/Materials Manager

Managed Manufacturing Floor and Materials Departments in a facility with yearly sales of $38 Million.

Customer base includes General Motors, DaimlerChrysler, Ford, Toyota, JCI, Visteon, Delphi and various

other manufacturers. Implemented multiple Warehouse storage modules to better control the Inventory

within the Parts Plus Inventory System, which resulted in improved Cycle Counts and Year End Inventories.

Year over Year Physical Inventory results were improved by over 900%, from a 58K loss down to a 5K loss.

Improved manpower in Warehouse personnel by 18% due to improved flex scheduling of personnel and

reliability of the Inventory System Accuracy. Total Inventory at the Utica Plant was reduced by 20% from

the its high when I took over the position. Led the plant team in the newly acquired takeover work that USF

secured during the summer of 2008. This process involved Master Press Load Scheduling of more than 300

new tools into the mix with the current load. I was the lead in managing Manpower requirements adjusted

primarily on a Monthly basis, due to the extreme fluctuations in the Auto Industry during this time. The

Utica Plant experienced near Budgeted Cost Goals for both 2007 & 2008, where in the past they were in a

severe negative state. My Team and I was recognized for working well with Floor personnel and

Manufacturing and Quality Managements. Teamwork driven from the top down was extremely successful

the the positve results achieved at the USF Utica Plant in 2007/8. As the Manufacturing Manager, I had 4

direct reports who were responsible for supervision on the floor as well as the toolroom. During my time as

the Materials Manager I had 6 direct reports who were responsible for Scheduling, Purchasing, Warehousing

and Customer Service.

Tool Dex Inc. 7/05-8/06

Operations Manager

Oversee and direct Manufacturing Operations in multiple facilities with yearly sales of $20 Million.

Customer base includes General Motors, Ford, DaimlerChrysler, Visteon, American Axle and Government

Work. I was responsible for the complete redesign of a newly renovated Manufacturing facility and charged

with changing the culture to more of a LEAN Manufacturing throughout the facility. Hi-Lo personnel was

reduced by 100% (4 down to 2) due to the careful layout of Machinery and the design of material flow with

gravity fed roller racking to feed the machines and flow of the finished product after Machining. I led this

culture change for both the Management and Hourly personnel that resulted in a positive outlook on the

company from General Motors. Manufacturing Operations included machining components of Front and

Rear Axles, Transmissions, Engines as well as the fabrication of Welding Rear Axle Tubes and various other

projects.

Sarnamotive - Jordan Creek Plastics 11/04 - 6/05

Production Control Manager

Manage Production/Material Control in a facility with yearly sales of over $25 Million. Customer Base

includes General Motors, DaimlerChrysler, Visteon, Air International, and Mercedes. My team and I were

able to reduct Total Inventory by 12% by carefully monitoring purchases, instituting a solid material flow

with LEAN Manufacturing, and providing a level and balanced schedule to reduce mold changes. With the

help of the Material Department improvements, Costs at the Plant were improved by 4% Year over Year. I

had dual reporting responsibility to both the Plant Manager and the Operations Systems Manager at

Corporate Headquarters.

Malibu Building - Inventory Control/Scheduling 11/03 - 10/04

Daimler Chrysler - Warren Truck Assembly/Detroit Axle 8/99 – 10/03

Production Control Manager

Managed Production / Material Control in facilities that produced approximately 1,000 light duty trucks (2

Models) per day at Warren Truck and over 8,500 Axles or Components at Detroit Axle. Responsible for

managing over 350 employees including Production Control, Tool Stores, all Material Handling functions, in

order to insure the timely delivery to Customers. Managed Inventory levels of over 4,000 part numbers

including procurement of material, scheduling of product, and flow of material from station to station.

Procured outside Vendor offloading support due to equipment breakdowns, scheduled maintenance or

production shortfall. I had dual reporting responsibility to both the Plant Manager and Corporate

Procurement & Supply Operations.

Warren Truck Assembly 5/03 – 10/03

3 Successfully managed the 2003 MY Build-out at Warren Truck with Zero Line

Disruptions by establishing clearly defined Roles & Responsibilities.

4 Improved the flow of Material by Redesigning the Material Dock floor plan.

5 Reduced In-Process and Line Side Inventory 15% by utilizing the automated Cycle Count

system to improve Record Integrity.

Detroit Axle Plant 8/99 – 4/03

6 Reduced In-Process Inventory by 63% from $30 Million to $11 Million.

7 Reduced Excess Transportation Costs by 90% - average $3 Million Savings per year.

8 Reduced excess waste of the the Hourly Workforce by changing material handling routes

that resulted in a reduction of workforce by 10%.

9 Exceeded all Cost and Record Integrity Goals set by Corporate each year.

10 Cross-trained as Operations Manager – Responsible for all Plant Operations on 2nd shift.

DaimlerChrysler - Kokomo Transmission, Indiana 11/97 – 7/99

Planning & Timing Manager

Responsible for Inventory Control and the Scheduling of all Rear Drive and Front Wheel Drive Automatic

Transmissions for Chrysler Corporation. The facility produced over 12,000 Transmission per day at its peak.

I directed a department of 25 employees and managed more than 4,500 part numbers on a daily basis and

another 10,000 service (prior model) part numbers.

11 Successfull100% implementation of Chryslers Production Control System (CMIS) at the

Kokomo Transmission Plant.

12 Received Procurement & Supply “Recognition of Excellence” award for outstanding

Record Keeping and implementation of Single Inventory Record.

13 Significantly reduced Excess Transportation Costs and Inventory Carrying Costs by

reducing inventory levels and improving Record Keeping.

14 Successfully cross trained subordinate manager in all areas of Production Control to

succeed me as the Planning & Timing Manager.

Chrysler - Manufacturing Group Accounting 7/89 - 10/97

Corporate Cost Accounting (Finance) Supervisor/Controller

Primary responsibilities was to work with 6 different Plant Powertrain Controllers to close the books on a

monthly basis and develop standard costs through product costing for the upcoming model year. Held

various positions in Finance and Production Control with the primary focus on Product Cost Development for

Powertrain Plants. Extensive knowledge in the development of the Bill of Material and the Product Costing

of the deliverables from all Powertrain Plants. Interacted very well with the Controllers Office and

Production Control Operations at the Plants on a daily basis.

15 Successfully launched Single Inventory Record (SIR), which merged the Financial

Records with the Plant Production Control System.

16 Received several awards for excellent Record Keeping and Accounting at several

Powertrain Plants.

17 Reduced overtime needed to close the books on a monthly basis by Accurate Product

Costing.

Education

Bachelor of Science Degree – Wayne State University – Detroit, Michigan 1988

School of Business Administration – Major: Marketing

References

Steve Garth - Senior Production Control Manager - 586-***-****

John Lee - Worldwide Strategic Sourcing Manager - 314-***-****

Robert Fraser - Operations General Manager - 586-***-****

Tiffany Jackson - Plant Finance - 586-***-****

Rachel Mayes - Human Resource Manager - 586-***-****

Greg Yezback - Manufacturing Operations - 586-***-****

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