Scott S. Howell

nd

**** ** ******, ************, ** 46375

219-***-**** - - abnhrr@r.postjobfree.com

Objective:

To secure a management position with a dynamic manufacturing organization within the area of

operations or executive management. The ideal position would provide the opportunity to revive

an underperforming facility through development of the management group into a focused team

driving improvements in all areas.

Overview:

Proven leader with the ability to build and motivate a management team at driving plant

measurables to exceed objectives. Aggressive, hands-on professional with strong, creative

problem solving skills and a passion for continuous improvement. Experienced in lean

manufacturing, team building, Six-Sigma, MRP, P&L, TPM, JIT and staff development resulting in

significant cost reduction and performance improvement in all areas of an organization. I am just

as comfortable on the factory floor as I am in senior level meetings.

Work Experience:

2007-Current Self Employed Schererville, IN

Currently managing three businesses; one selling and distributing commercial and residential

flooring, another investing in residential real estate both flipping and holding as rental properties

and the third business as a general contractor for interior renovations. All three businesses are

being adversely affected by the overall economic conditions of the country. While all three

businesses are profitable, fluctuating market conditions and seasonal demand are not providing

the desired stability.

2006-7 Plant Manager - Plastech Engineered Products Chicago, IL

Responsible for the overall operation of the Chicago, Illinois plant. The Chicago plant was $30

million automotive injection molding, assembly and sequencing facility with over 200 union

employees. Managed the plant through the period of most volatile customer demand as our

multiple customers experienced as much as 50% downtime scheduled at differing intervals.

Internal production schedules and manpower planning would be managed months ahead to best

level load the facility to ensure the highest quality of products while minimizing operating costs.

In addition, the overall quality level of the plant improved dramatically through team based

process improvements, improved customer relationships and enhanced training. Left company to

pursue a private business.

2005 Plant Manager – Tower Automotive Chicago, IL

Accountable for the overall leadership of Tower’s Chicago, Illinois plant supplying stamping and

welded assemblies to Ford’s Chicago assembly plant. Parts were stamped or purchased and

then welded, in JIT sequence, to Ford’s production broadcast. Tower’s Chicago plant was a $200

million, 440,000 sqft facility with over 350 union employees. As a relatively new facility,

measurables were introduced to drive accountability and action plans were driven by teams +-

focused on specific measurable improvements. Productivity, quality, delivery and cost were all

improved by the empowered problem solving teams. Also, large capital improvements were

made to the complicated assembly cells to improve up-time, quality and production rate.

Sep. 2003-5 Plant Manager – Lear Corporation Huron, OH

Overall responsibility for Lear’s $220 million plant in Huron, Ohio. Processes included injection

molding, thermo forming, extrusion, assembly-in-sequence, foam molding and just-in-time

shipping of automotive interior trim components and insulating products. Implemented pull

systems for both supplied components and finished goods throughout the plant. Led a team of

SixSigma blackbelts identifying improvements and leveraged their results by utilizing empowered

kaizen teams to implement specific solutions throughout the facility. Successfully launched the

molding and assembly of dashboards which were a significant new product and technology to the

plant. Followed the Senior Vice-President of Operations to Tower Automotive.

Aug. 2001-3 Plant Manager – Lear Corporation Carlisle, PA

Responsible to improve Lear’s $190 million, 1 million sqft automotive carpet plant in Carlisle,

Pennsylvania. Processes included carpet tufting, needling, back coating, thermoforming, foam

molding and assembly for the automotive industry. Upgraded and reorganized the plant’s

management team. Implemented tracking to key metrics and facilitated improvement teams

resulting in changes ranging from new material ordering systems to streamlined production with

improved quality. Also used SixSigma and team oriented problem solving to make changes to

paradigms which had been in place for decades. Drove improvement projects in conjunction with

key suppliers including a full supply chain SixSigma project yielding significant quality and

productivity improvements. Overall improvements resulted in over $10 million in savings in the

first year. Moved to the Huron, Ohio plant at managements request to improve its performance.

2000-1 Plant Manager – Lear Corporation Canada Mississauga, ONT

Overall leadership responsibility for Lear’s $40 million, 190,000 sqft automotive carpet

thermoforming and assembly facility with 150+ union employees. Successfully led the

management team to improve the quality, cost and delivery of automotive flooring products in a

plant with a workforce containing 33 different nationalities. Employed SixSigma, kaizen and

accountability tools to reduce labor while improving throughput and product quality. Closed an off

site warehouse used to house excess inventory and sort defective product. Earned the

opportunity to run Lear’s Carlisle, Pennsylvania plant which had been underperforming.

1993-2000 Operations Manager – Lear Corporation Mendon, MI

$130 million, 240,000 sqft automotive screen printing, injection molding and assembly facility with

330+ union employees. Began career as an industrial engineer and worked up through program

management, design engineering, engineering management and into the operations manager

position. Was a key member of the management team that led the plant’s transformation from an

antiquated, poorly performing operation into a world-class, team-focused performer. Was

involved in the launch of over 60 products and implemented new technologies and automation to

reduce defects and lower manufacturing costs. Helped build highly motivated teams in each area

of responsibility to drive improvement in their own area toward the overall objectives of the plant.

Education:

Bachelor of Science – Mechanical Engineering - - Michigan Technological University – 1993

Training and Skills:

- Six Sigma Green Belt - Lean Manufacturing

- Team Oriented Problem Solving - 5S

- Total Productive Maintenance (TPM) - Pull Systems

- Single Minute Exchange of Dies (SMED) - Value Stream Mapping

- Just-in-time (JIT) - P&L management

- MS Office (Word, Excel, Powerpoint) - Team building

References available upon request

Contact this candidate