Engineer Plant

James E. Riley, L.C.

***** ******** **** - **********, ******** 48167

Residence: 248-***-**** - E-mail: abns4i@r.postjobfree.com

Continuous Improvement Executive

A highly successful, Lean Certified, Continuous Improvement executive with extensive experience in

leading the transformation of OEM and Tier I supplier manufacturing facilities worldwide into sustainable

world-class Lean facilities. A progressive Lean Group Executive within a Fortune 100 company, with

responsibility for the management of cross-functional teams, joint-ventures, and the development of

collaborative international relationships.

Continuous Improvement Analysis and Implementation - Change Leadership - Internal and External

Customer Focus - Root-Cause Analysis and First-time Solutions - Effective Team Builder

Professional Experience

Lean Group Executive

Provide the leadership for internal and supplier Lean transformation. Oversee analysis and

implementation of all Continuous Improvement activities at facility. Advises local and national Vehicle

Operations and Purchasing management on progress toward Continuous Improvement goals. Required

to exercise a broad range of Lean knowledge in the application of personnel and Continuous

Improvement tools. Worked with shop floor personnel, plant management, and executive management

throughout the Continuous Improvement process.

Ford Motor Company, Lean Supplier Optimization 2006 - 2009

Responsible for the implementation of Lean Continuous Improvement tools at the North American Chassis

(Steering, Suspension, Brakes, Frames, Sub-frames, Wheels, Tires) and Powertrain (Transmission,

Differential, Exhaust) supplier plants. Average visit developed $400k in Continuous Improvement

opportunities.

Benchmarked Lean supplier processes in Japan, Europe, the United States, Canada, and Mexico.

Developed, tested, and implemented the Seeing Clearly Lean Analysis and Implementation Process.

In addition:

- At the personal request of the Powertrain Chief Engineer: Faurecia’s Franklin, Ohio Exhaust System

Plant: In 2.5 working days determined a solution to a 200 unit per day production shortfall, the

production line was reworked over the next weekend, and output was increased by 400 units a day with

outstanding quality, zero overtime, and zero express shipping. This resulted in a $480 mil annual

revenue increase for Ford.

Ford Motor Company, Ford Production System 2002 - 2006

Responsible for the implementation of FPS processes and metrics in the Ford Truck (Dearborn Truck

Plant - Lorain Assembly Plant - Ohio Assembly Plant - Kentucky Truck Plant - Kansas City Truck Plant) and

SUV (Kansas City Assembly Plant - Louisville Assembly Plant - Michigan Truck Plant) assembly plants.

In addition:

- At the personal request of the Powertrain Chief Engineer: Ibiden Company, Limited, Gifu Prefecture, Japan:

In Japan, led and trained Ibiden management, manufacturing engineers, and plant personnel in the

Lean design of their new plant. This resulted in Ibiden successfully shipping Diesel Particulate Filters

for use in the Ford F-Series Super Duty trucks and a $3.85 bil annual profit increase for Ford. I also

applied for a Patent on the production of Diesel Particulate Filters. Status: Pending.

- At the personal request of the Vice President of Vehicle Operations: Visteon’s Sterling Axle Plant, Warren,

Michigan: Visteon’s plant was requested to produce 71,000 additional rear axles for Ford F-Series

trucks. Determined a production increase solution that reduced Ford’s investment by $45 mil, reduced

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James E. Riley, L.C.

the plant’s operating pattern to five days a week, two 10-hours shifts per day, and increased Ford’s

annual profit by $850 mil.

- At the personnel request of the Director of Manufacturing: General Tire’s Mayfield, Kentucky plant: General

Tire’s tires caused unacceptable vibrations in the vehicle, and prevented the retail sales of all

Expeditions. Managed the Mayfield plant while determining a series of necessary improvements. This

resulted in the resumption of retail sales of Expeditions and a $1.50 bil annual profit increase for Ford.

Ford Motor Company, Office of the Vice President - Vehicle Operations 2001 - 2002

Requested by the Vice President of Vehicle Operations to bridge the communications gap between the

Engineering community and the Manufacturing community. Formed Engineering-Manufacturing work

teams by product line and assembly plant. Launch measurables for the 2002 and 2003 model-year

programs improved by 47%. Time to Release for Sale was reduced by 36%.

Project Management

Ford Motor Company, Global Craftsmanship 1998 - 2000

Benchmarked Automotive OEM Craftsmanship processes in Europe, Japan, and the United States.

Negotiated with Audi’s #1 Craftsmanship supplier, Misselbeck, to obtain their Craftsmanship process.

This resulted in the implementation of Audi-Misselbeck’s (world’s best) Craftsmanship process in Ford

North America vehicle programs.

Ford Motor Company, Pre-Program Center 1995 - 1997

Managed the designed, construction, and implementation of the Ford Global Pre-Program Center.

Managed pre-program teams during their 12 month tenure in the center. Was direct responsibility for

the facility and the 350+ team members it housed.

Ford Motor Company, Program Planning Manager 1992 - 1994

Responsible for the new Super-Duty F-Series pickup truck Chassis and Powertrain planning. Managed,

prepared, presented, and received approval for the Chassis and Powertrain assumptions for the most

profitable vehicle program in Ford’s history, the Super Duty F-Series pickup. Average vehicle profit was in

excess of $10k.

Design Engineering

Ford Motor Company, ALPHA Group, Chassis Manager 1989 - 1992

Managed the team that developed, tested, and patented a Light Metals Manufacturing process that

achieved 16%+ modulus of elasticity in Magnesium chassis components. Awarded a U.S. Patent.

- Managed the Chassis team that developed, tested, and patented a Metal-Matrix-Composite Aluminum

brake rotor and a Unitary Muffler-Manifold-Catalyst. Awarded three U.S. Patents.

Ford Motor Company, Car Chassis Engineering, Principal Engineer 1987 - 1989

Managed the combined Chassis Engineering and Vehicle Operations team that changed the method that

Ford Motor Company uses in its Assembly Plants to balance tire-wheel assemblies. Proposal was taken to

and approved by the Board of Directors in the spring of 1989. This resulted in warranty being reduced

by 92%.

Delivered a speech to the Mr. Barrett, President and CEO and other Goodyear executives on the

impending threat of the Japanese to American industrial companies.

Ford Motor Company, Car Chassis Engineering, Senior Engineer 1985 - 1987

Managed the Chassis Engineering team interfacing with Mazda Motor Company in the U.S. and Hiroshima

on the new Escort vehicle program. First exposure to the TOYOTA Production System.

Ford Motor Company, Car Chassis Engineering, Design Engineer 1983 - 1984

Designed and released the engine mount system for the Lincoln Mark VII and the Lincoln Continental’s

BMW inline 6 cylinder Diesel powertrain. The mount system transformed the powertrain’s NVH from

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James E. Riley, L.C.

unacceptable to outstanding and allowed retails sales of the vehicles to proceed.

Ford Motor Company, Car Chassis Engineering, Design Engineer 1982 - 1983

Redesigned the 16+ Fox Vehicle Platform engine mount fastener designs to a common design. This

reduced engine mount warranty by 83% and component costs by 24%.

Ford Motor Company, Transmission Service Engineering, Service Engineer 1979 - 1981

Developed and released all the Service Tools and Manuals for the new ATX transaxle.

Education and Professional Development

M.B.A. Operations Management: University of Michigan, Ann Arbor, MI

B.S., Business: Lawrence Technological University, Southfield, MI

Lean Certification: University of Michigan, Ann Arbor, MI

Six-Sigma Certification: Fairlane Training and Development Center, Ford Motor Co.

Ford Continuing Education Program: Numerous Certifications

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