Engineer Manager

Matthew S. Stewart

***** ***** **., ******** *******, MI 48313 248-***-**** ***********@*******.***

EXPERIENCE:

**/** – Present GBWS Limited, Inc.

Owner

GBWS Limited was formed to help businesses improve their bottom line through performance-focused

implementation of proven business practices. A few of these proven practices are: Lean Continuous

Improvement; Six Sigma Techniques; Program, Supply Chain and Material Control Management.

Completed Engagements include:

- Facilitated/Lead Kaizen SMED/Set-up Reduction/Quick Changeover activities at a leading supplier to

defense and automotive industries. A typical result achieved through these events was a 50% reduction in

downtime for the changeover with no additional investment cost. This then resulted in additional revenue

potential and greater flexibility with scheduling production mixes.

- Acted as the facilitator for numerous 5S Kaizen Events at multiple companies and industries. These Kaizen

Blitzes included the following: Teaching the basics of 5S including definitions, benefits, and scoring system;

Leading the team through the initial 5S evaluation to establish a base line; Helping the team implement 5S in

the team’s work area to give them an enhanced understanding of the 5S principles while making positive,

visible change to the work environment; Conducting a final inspection and Developing with the team a plan

for sustained, ongoing improvements to make the work area “world class”.

As Acting Materials Manager for a Tier One molding supplier, implemented a material pull system

synchronized to the customer demand that utilizing AS400 data and EDI orders creating a single-point

controlled balanced and level schedule for the whole production floor. This allowed for the reduction of 93%

of weekly cumulative missed shipments, a 47% reduction in excess unneeded finished goods, an overall

improvement in BOM accuracy from 41.2% to 92.7%, and a reduction in hourly overtime of 74%. Also

developed a quality defect tracking system, which utilized existing production reporting data, educated each

department and drove the knowledge of the defects back to the production floor on a daily basis.

Contracted to complete a Current State Value Stream Map project for a discreet manufacturer of fluid

transfer equipment. Identified a 77.4% available reduction in Lead Time by a reduction in raw goods

inventory, chronic wait time and a backlog in engineering set-up. Value added time to Lead Time ratio would

be increased from 0.97% to 4.26%.

Contracted as the Sr. Product Engineer for a major Tier One supplier for a DCX Hard Trim Program. All

prototype designs and pre-production builds completed on-time with all design issues resolved with customer

signoff. Support provided for early launch builds with no late or incorrect shipments. Support for 1st run

build at customer plant increased customer satisfaction. Established repeatable design and engineering

processes to increase productivity. Provided proper transition to Lear engineer at end of contract.

Maintained customer satisfaction for client throughout contract.

A total Lean conversion of a light engine crankshaft manufacturing/assembly operation through reducing

inventories (47 days to 5 days), floor space used (by 20%), total work force (by 24%) on same sales, cycle

times and lead times.

An implementation of Value Stream Mapping (VSM) and Lean Manufacturing at a Paint Mixer manufacturer

resulted in an increase in parts per man-hour of 78%, 48% reduction in floor space, 71% reduction in lead

time, 75% reduction in material movement and a 71% reduction in finished goods inventory. This resulted in

an annualized savings of $234k.

At a Tier 2 Supplier of glass encapsulation windshields after the Lean implementation: all overtime at the

troubled work cell was eliminated within (3) months; all missed shipments to customer were eliminated;

employee morale was significantly improved; and quality defects were decreased to less than (50) ppm.

At a Tier 1 Glass Encapsulation Supplier with 4 separate sunroof programs avoided customer Controlled

Shipping by implementing data-driven inspection teams, while improving customer satisfaction and trust,

eliminated the top three quality issues in the work cell allowing the team to be able to eliminate the

inspection team and work on future quality issues pro-actively with the visual management system.

7/01 – 11/01 Dos Manos Technologies, L.L.C.

Acting Quality Manager

Implemented self-developed Quality Improvement System for reduction of customer, internal and supplier

defects. This realized a 73% reduction in customer defects in a three-month period.

Modified Quality Systems to prioritize containment activities through Chapter 11 and winddown periods.

12/99 – 6/01 Mexican Industries in Michigan, Inc. (Assigned to Aguirre, Collins & Aikman Plastics, L.L.C. Joint Venture)

Plant Manager

Responsible for all aspects of a $65 MM, 75-employee instrument panel assembly operation including quality,

production, maintenance, HR, safety, materials, distribution, inventory & compliance issues.

Reduced inventory levels from $1.7 MM to $560 K through implementation of self-developed release program.

Managed a quality turn-around (#1 worst to #54) through the development of customer, internal and supplier

quality systems utilizing techniques from synchronous manufacturing, standardized work and adherence to

process. This allowed ACAP to exceeded product industry standards for defects per million.

Matthew S. Stewart

41951 Utica Rd., Sterling Heights, MI 48313 248-***-**** ***********@*******.***

Direct labor reduced by 27%; Eliminated all past due customer changes; Established quote-budget-actual

tracking system for all changes meeting or exceeding budget requirements post implementation; and maintained

a consistent profitability up to take over by JV partner in June 2001.

3/99 – 11/99 Top Source Automotive, Inc.

Materials, Tooling & Launch Manager

Responsibilities included all Product/Quality/Materials Engineering and Program Management activities required

to launch three service and four after-market subwoofer programs under the APQP process.

Created, released, and maintained the part numbering control system and all quoting activities.

5/95 - 3/99 Chivas Industries, L.L.C. (Previously named - Chivas Products Limited)

Manager of Advanced Engineering - Trim & Lighting (1/98 – 3/99)

Conducted Program Management activities for ten new interior lighting/trim programs and eight engineering

changes.

Lead Design Engineer for four new interior lighting/trim programs and five odd box lighting/trim programs.

Directed the APQP process development and training activities for the corporation.

Managed three Program Engineers and an APQP Engineer’s responsibilities, priorities and goals.

Created, maintained and controlled spending of new programs/engrg. change budgets totaling $1.5 MM.

Identified/implemented savings of over $300K through tool sourcing and cost reduction decisions.

Program Engineer, GMT800 Door Component & Lamp AQP Team (3/97 - 12/97)

Coordinated the design for 15 GMT800 door panel components with multiple customers.

Responsibilities included all component tooling/equipment builds and tryouts.

Assured profitability of door panel components to established company margins.

Managed responsibilities and determined goals for GMI students assigned to GMT800 team.

Manufacturing Engineer, Lamp AQP Team (12/95 - 7/97)

Designed and sourced over $200K of new lighting program manufacturing equipment.

Aided in the quoting and technical reviews for EA polyurethane foam business goals.

Manufacturing Project Engineer, Trim Division (5/95 - 3/96)

Developed current system for Energy Absorbing polyurethane foam quoting process.

Provided leadership to ensure the smooth transfer to the revised engineering team structure.

10/91 - 3/95 Bartech, Inc. (Ford Motor Company - PTPD), Utica Trim Plant

Advanced Manufacturing Engineer

Material development responsibility for EA polyurethane foam side impact applications. Involved with

development of PU foam, testing and rapid formulation with suppliers of unique foam for use in door systems.

Purchased and installed quality control equipment related to foam production testing.

Developed laboratory method for daily testing of PU foam parts for more efficient and controllable testing.

Interfaced with team members in design, molding trials and testing a collapsible armrest for polypropylene Low

Pressure Molded door panel to be implemented in 1999.

EDUCATION: Michigan Technological University: Bachelor of Science - Chemical Engineering (1991)

SKILLS: Computer

MS Access, MS Project, MS Word, Word Perfect, MS Excel, Lotus 1-2-3, MS PowerPoint, MS

Publisher, ABC Flowcharter, MPACT, Harvard Graphics, IBM-DOS, Basic, Fortran, Visual Basic (VBA)

Technical

Program Management, APQP, SPC, GD&T, FMEA, DFM&A, Taguchi Design of Experiments.

Lean Manufacturing Certified by University of Michigan – College of Engineering

Six Sigma Green Belt Certified by University of Michigan – College of Engineering

Six Sigma Black Belt earned Certification of Achievement from University of Michigan – College of

Engineering

ACHIEVEMENTS: Chivas Products Limited - May 1996 Employee of the Month

Restructured Engineering departments into CI and AQP team structure.

Ford Motor Company - Deploying Trim System/Advanced Side Impact Technology Team Member

1994 SPE “Most Innovative Use of Plastics in Automotive Interiors” Award.

1994 Ford Motor Company Customer-Driven Quality Award (DTS Team)

1994 Alpha Simultaneous Engineering Technical Achievement Award

rd

1994 International Body Engineering Conference - 3 Place Award

1994 Ford Motor Company Customer-Driven Quality Award (ASIT Team)

1994 Plastic & Trim Products Division General Manager’s Excellence Award

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