Manager Plant

Jeffrey Graham

**** ******* **** * Lake Wylie, SC 29710

704-***-**** or 803-***-**** * abnu1c@r.postjobfree.com

PROFESSIONAL QUALIFICATIONS

Accomplished Plant Manager & Manufacturing Manager. Expertise in overseeing production systems, assembly-line

startup/management, engineering, scheduling, budgeting, purchasing, equipment and inventory management, finance, safety,

maintenance, and quality assurance.

Adept at organizing & leading large teams, and multiple departments, in high-output environments.

Skilled at responding to customers needs for product design, specifications, service, and quality.

Strongly oriented toward process optimization and continual improvements. Experience with SPC, TS16949, Six Sigma, JIT,

ESD, Robotics cells, Kanban, Green Belt Training, 6S, 8D’s, 5Y’s, SAP System, Lean & world-class manufacturing methods.

EXPERIENCE

HELLA LIGHTING CORP., York, SC - December 2006 - May 2009

HLC is a 700 employee headlamp manufacturing subsidiary of Hella KG, a top 100 privately held, German automotive supplier.

Core competencies include thermoplastic molding (cosmetic, reflective, lens), thermoset molding (cosmetic, reflective), vacuum

metallization (coating), lacquering (basecoat for reflective surfaces), hard coating (lens), and technical assembly of both

manufactured and purchased components.

Production Manager - Responsible for all pre-assembly manufacturing with annual sales of $129 Million. Facility is 245,000

square feet with scheduling 24/7 making 1.8 Million headlamps annually. Drive strategic management of plant production

metrics through leadership of supervisory staff. Control expenses, capital investment and labor for four pre-assembly business

units. Direct preventative maintenance, and machine uptime, for 24 Krauss Maffei injection molding machines ranging in size

from 150 to 1,000 tons, 37 Ranger and ABB robots, and five vacuum metallizers.

Lead 21 salaried and 343 non-union employees in the Thermoplastic Molding, Metalizing, Thermoset, and Lens/Hardcoat

departments. Accountable for staffing, personnel needs, and enforcement of company policies, procedures, and standards.

Maintained TS16949 certification as required by Mercedes, Chrysler, BMW, Honda, Ford, Freightliner and Mack.

Lowered pre-assembly scrap from 9% to 2%, sustained through application of the principles of SMED, Root Cause Analysis,

process verification, and Kaizen workshops.

Improved departmental labor efficiency 27% by decreasing cycle times, workflow optimization and load balancing.

Benchmarked sister facilities in Europe to synchronize best practices and optimize equipment uptime.

AMERICAN EAGLE WHEEL CORP., York, SC - 1998 - 2006

AEWC is the largest manufacturer nationally of aftermarket aluminum wheels, with 1,000 employees and annual revenue of

$107 Million.

Plant Manager (since 2001). In charge of AEWC’s largest plant (among two), which manufactures 11,000 custom wheels a

week (24/7), and generates sales of $50 Million/year. Direct manufacturing (casting, heat-treat, machining, painting, finishing,

and assembly for hundreds of constantly changing wheel styles/sizes), scheduling (set priorities), purchasing (pricing, sourcing,

and buying all raw aluminum for both plants), forecasting/costing (2.5 million/month budget), maintenance (240,000-s.f.

facility), and quality control.

Oversee 272 employees (including 12 managers) in the Foundry, Machining/Finishing (includes three robotic cells), and

Polishing (one robotic cell) departments. Accountable for staffing, personnel needs, and enforcement of company policies,

procedures, and standards. Report directly to owners.

Negotiated agreement with new aluminum-chip recycler that reduced recycling costs 34%, saving the company $357,500 a year

for three years.

Tied boxing-inventory system to the manufacturing schedule (vs. ordering as needed), reducing inventory from 98,000 boxes to

33,000, and creating a one-time savings of $65,000. Leased space created by this reduction to another company for

$18,000/month.

Converted aluminum-inventory system to JIT delivery, reducing inventory 82% (one-time savings of $695,000).

Saved company $6,000/month by changing rivet supplier.

Switched from buying wooden pallets to using and selling plastic pallets supplied at no cost by tenant, for a net annual gain of

$37,000.

Found and contracted with a local chrome-plater, saving an average of $21 a wheel and $210,000 a year.

Foundry Superintendent (2000-01). Managed the process from melting to cast wheels. Directed five supervisors over 90

employees. Reduced scrap 7%.

Processing Superintendent (1988-00). Managed the Machining/Finishing Department, which includes four robotic cells.

Directed six supervisors over 130 employees. Reduced manpower 17% by process improvements.

ROCKWELL INTERNATIONAL, York, SC - 1981 - 1998

Rockwell International, a Fortune 500 company, is a leading manufacturer of automotive and truck parts.

Facility Manager (Arvin Meritor a Rockwell spin-off-1998). Directed 40 nonunion employees (including three managers) who

manufactured and assembled drive shafts (for Freightliner, Mack, Peterbuilt) in a 24/7 operation. Driveshaft’s were line-set for

JIT delivery in the NC Piedmont facility. Oversaw production, engineering, materials, quality, safety, and finance. Help P & L

accountability for annual sales of $24 million.

Achieved the best production rating (highest output among five Arvin Meritor Driveshaft plants.

Implemented QS-9000, and received certification.

Business Unit Manager (Light Vehicles Division - Tier 1 supplier to major automakers - 1997-98). Directed 14 salaried, and

163 nonunion, employees in the assembly of window regulators for Chrysler, Mazada, Mitsubishi, and Honda vehicles. Oversaw

three assembly lines in a QS-9000-certified facility. Held P & L accountability for annual sales of $40 million.

Relocated the regulator operation from York, SC, to Gordonsville, TN - with a PPM reject rate under 100.

Manufacturing Manager (LV Division, 1994-97). Started up the 23-station (23People assembly line for window regulators.

Expanded the operation to three lines (four salaried, and 83 nonunion, employees), with JIT shipping to customers assembly

plants.

Developed a method to more efficiently pack the regulators, which cut transportation costs 50%, saved $1.5 million/year, and

earned a Chrysler Corp. award for the largest cost-reduction improvement among all Chrysler automotive suppliers.

Transferred the Mazada/Mitsubishi assembly line from Canada to York, SC, in nine days.

Implemented QS-9000, and received certification.

Second-Shift Supervisor (Heavy Vehicles Division, 1993-94). Hired, trained, scheduled, evaluated, and supervised (100)

employees, who were manufacturing brake components for heavy vehicles (e.g., trucks, aircraft carriers, earthmovers, roller-

coasters, helicopters).

Tooling Coordinator (Heavy Vehicles Division, 1989-93). Managed a $350,000/year tooling budget, and a $140,000/year

fixture budget, for the whole division.

Initiated a tooling system that saved the division $75,000/year. This system included: establishing and stocking a tooling cabinet

in each of eight departments (saving workers substantial time in not waiting at a central location for their tooling); and a new

paper trail that accurately attributed tooling costs to each department. Developed new angles on drills and different grades

of inserts for better tooling life. Titanium coated broaches and doubled the life of the tooling.

Team Leader (Heavy Vehicles Division, 1986-89). Helped transfer the drum-brake machining cell (which comprised four

Funuc robots) from Ohio to York, SC. Accountable for production schedules/goals, tooling, and robot programming.

Machine Operator (Heavy Vehicles Division, 1981-86). Member of a 34 station transfer line that machined truck-axle

knuckles. 5 years of machining experience with grinders, lathes, mills and CNC machines.

EDUCATION

B.S. in Business Administration, Limestone College, Gaffney, SC 1999

Certificates: ISO/TS 16949:2002 Management Overview…ISO-9000 Internal Auditor…QS-9000 (3rd edition)…Management

Scheduling…Plant Redesign… High-Performance Work Teams…Kaizen…Green belt training…Layered Process

Auditing…Lean Manufacturing.

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