Manager Project

Michael J. Miller

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

Oneonta, AL 35121

Ph 205-***-**** *******@*****.*** Cell (205) 739-

9342

Career Objective

I am seeking a manufacturing plant that I can "call my own". I have worked

very hard to make many manufacturing facilities highly successful, but have

not had the pinnacle position to keep the plant at its absolute best. My

experience and savvy make me a prime candidate to make a facility the best

in the industry for years to come.

Professional Experience

2008 - Present Name Withheld

Production manager for a "troubled" manufacturing plant. This facility was

given a "last chance" to succeed or be closed. During my tenure the

facility has increased revenue from $22M to $52M and achieved a 45% gain in

operational efficiency. This has prompted the corporation to approve a $6M

in expansions at this facility. I have been able to gain a commitment to

excellence that is rapidly making this plant a benchmark facility in the

industry.

2003 - 2007 Miller Enterprises, 77 Shelby Ave., Shelby, OH

Troubleshoot and assist in resolution of production and operations

problems, acute and chronic. Assist clients in developing one piece flow

methodology, pull systems integration and team development. Primarily

worked with tier 1, tier 2, construction trades and service industries.

Accomplishments included:

. Integrate JIT and TPS systems that reduce inventory by an average of

85% and improve productivity by an average 24%.

. Teach clients best in class, benchmarking, continuous improvement,

etc. to promote the ability to problem solve efficiently from within

the firm.

. Redeveloped die processing that eliminated two dies and reduced

engineered scrap by 20%.

1981 - 2003 Metal fabricating Division, Mansfield Plant, General Motors

Co.

2525 W. Fourth St., Mansfield, OH 44906

Products include major metal stampings and subassemblies. Facility

employs 2500 and supplies GM assembly plants in North America.

Job Titles

1997 - 2003 Business Unit Manager. Managed a 600,000 square foot section

of the facility with a workforce of 630 associates. Operating budget of

$25M+ and managed

capital equipment & tooling in excess of $600M. Also acted ad hoc as

facility manager

1992 - 1997 Project Manager. Acted in a principal role during

installation of 12 transfer presses, attending automation and new tooling

integration. Project values ranged from $5M to $50M with a high level of

project overlap.

1990 - 1992 Area Manager. Participated in a pilot program where the area

manager had control of all means of production form raw materials through

shipping. This effort set the footprint for corporate rollout in 1994.

1983 - 1990 Tool & Die Manager. Managed major multiple die tryout loads

as new press lines were installed in the facility. Redesigned the

standards for die clamp up and scrap shed to accommodate 3 classes of

transfer presses. Responsible for 450 associates and over 100 die set

tryouts and PPAP.

1981 - 1983 Production Supervisor. Managed multiple line area with

responsibility for throughput, quality and safety. Responsible to tooling

and capital equipment in given area.

Major Accomplishments

. Highly instrumental in guiding the facility from worst in GM to top in

the World (Harbour Report of Stamping Facilities)

. Managed varied capital projects in excess of $5M during the conversion

of the plant to highly automated facility that cut direct labor costs

by 45%.

. Achieved world's first production at engineered speed on two classes

of transfer stamping presses. This increase productivity by 35% on

each impacted line (Recognized by GM and machine tool manufacturers

for this)

. Developed and implemented preventive and predictive maintenance

programs that cut downtime by 28%.

. Inspired and promoted participative management processes founded on

lowest level decision making policy.

. Mentored and coached associates, enhancing professional development

and raising technical competency on the shop floor.

. Responsible for financial and productivity performance of area and

operations.

. Dispatched as a tooling expert to assembly plants to troubleshoot

tooling issues.

1980 - 1981 Superior Compressor Division - Cooper Energy Services

Mount Vernon, OH

Primary manufacturer of natural gas compressors and gas transmission

components. Employed 350 with sales of $75M.

Job Titles Started as manufacturing engineer and was promoted to shift

operations manager for division (3 plants on site and one in Springfield,

OH)

. Directed cutting tool studies that resulted in 40% tooling cost

reduction and a 22% gain in overall productivity.

. Established fixture verification program for CNC machining centers

resulting in an 80% reduction in non-conforming product.

. Designed a proprietary case hardening system for finished shaft

material that reduced total labor by 70% and virtually eliminated

scrap.

. Directed and managed full second shift operations startup - including

staffing, training, productivity and P&L responsibilities.

. Recognized by Corporation for achieving startup goals on time and

under budget.

1977 - 1980 Ohio Steel Tube Company

140 W. Main St., Shelby OH 44875

Manufacturer of mechanical tubing, welded and seamless. Employs 450

associates and ships on an international basis.

. Served an apprenticeship in the mechanical trades resulting in

journeyman certification as a millwright.

. Participated in new plant startup, including machine tool

installation, verification, and optimization.

1973 - 1977 Terex Division - GM

St. Rte. 91, Hudson, OH

Long time manufacturer of extreme heavy duty, off road haulers, scrapers,

crawlers and loaders. Was the original Euclid brand name. The original

product line was discontinued in 1980, but the equipment is still very

prevalent in field service.

Job Titles Detail draftsman, structural designer (scraper group), fixture

design, tooling engineer and sales engineering. In sales engineering

developed a liaison among manufacturing, marketing and engineering that

compressed product development cycles by 20% and eliminated response lag in

customer issues reporting. Acted as a plant liaison to Terex, Canada in

the development of the Terex "Titan".

. Participant in the first implementation of geometric tolerancing

within General Motors - basis for the global GM standard.

. Led brainstorming sessions that lead to implementation of the flexible

manufacturing systems improved productivity by 32%.

EDUCATION

MS Operations Management - Currently pursuing MS degree from

University of Alabama Culverhouse College of Commerce.

MBA Operations Concentration, Ashland University, Ashland, OH 1994

3.8 GPA, Delta Mu Delta Honors Society

BSBA Management & Operations, Ashland University, Ashland, OH 1990

3.6 GPA, Graduated with Honors

AAB Accounting, North Central State College, Mansfield, OH 2004

3.9 GPA, Phi Theta Kappa Honors Society

Mechanical & Manufacturing Engineering, General Motors

Institute Flint, MI, Attended 1973 - 1976

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