TREVOR HORNE

*** **** ****. ******, **** *****

abnu4t@r.postjobfree.com 248-***-****

PLANT MANAGEMENT

Hands On Problem Solver Floor Leadership Change Agent

Dedicated and driven with a steady career progression that includes turning around four distressed facilities. Track

record of resolving complex issues, conflicts and driving continuous improvement to eliminate waste and reduce

costs while developing leaders to perpetuate the culture shift. Known for quickly recognizing shortcomings and

opportunities, developing corrective actions and policies while leading all levels of employees from the production

floor. Excellent teaching communicator with expertise in implementing and utilizing lean manufacturing techniques

to reduce scrap, improve throughputs, reduce inventories and align labor costs. Believe that problem resolution and

process compliance belong to operations and that the monitoring and documentation of them belongs to the quality

department. Areas of expertise include...

Lean Manufacturing Just-In-Time (JIT) Production Six Sigma Leadership

P&L Accountability Toyota Production Systems Leader Development

Budget Development ISO & TS Registration Assembly Processes

PROFESSIONAL EXPERIENCE

JOHNSON CONTROLS INTERIORS, Plymouth, Michigan 2007-2009

Plant Manager/General Manager

Transferred to the plastic molding, assembly and sequencing facility with 370 employees and $95M in annual

revenue at the request of Chrysler in order to protect the launches of the 2009 Minivan and Jeep Liberty. Immediate

actions were required to ensure that customer quality and volume requirements could be met. Implementing lean

manufacturing principles, training a strong leadership team and openly communicating with the hourly employees

ensured fiscal success and customer satisfaction.

Selected Contributions:

Rearranged the plant in four weeks utilizing lean manufacturing principles to reduce WIP, handling damage,

movement, man-machine constraints and to eliminate hidden factories.

Capital investment of $125K returned in two weeks due to indirect, direct, salary and scrap reductions achieved

with changes.

Reduced production from 7 days to 5 days while eliminating or avoiding 50 labor heads or 12% of planned

labor before launch.

Plant launched 100% on time with no shortages or quality rejects and with no extraneous inspections.

Developed immediate no/low cost solutions to console instability, handle rattles, lid unlatching and installation

problems that were either significant warranty or build issues.

Received numerous accolades from Chrysler Senior Management for flawless launch and contributions to

product improvements.

Transferred $20M in additional sales to plant by creating capacity through reduced inventories, die change

times and the implementation of Kanban systems.

Refocused the quality department on monitoring and documenting processes and procedures while tasking

operations with problem resolution and process compliance.

Continued

TREVOR HORNE PAGE 2

JOHNSON CONTROLS INTERIORS, Romulus, Michigan 2006-2007

Plant Manager

Lead and direct plastic molding, assembly and sequencing facility with 490 employees and $100M in annual

revenue. Facility which had been recently filled with transferred programs was causing multiple customer shortages

per week with hundreds of quality rejections while working 24/7. Daily customer contact supplemented with

personal visits allowed for focus on the customers' priorities as well as to clearly communicate the vision of

improvement.

Selected Contributions:

Directed a $2 million P&L turnaround in six weeks on $12 million in monthly sales.

Rearranged the plant & processes in three weeks to reduce material movement, to move assembly of sequenced

products to point of shipment and create one-piece flow.

Changes resulted in a 50% reduction in indirect labor, eliminated monthly premium freight of $350,000,

reduced ppm from 4500 to 45 and production from seven to five days.

Refocused the quality department on monitoring and documenting processes and procedures while tasking

operations with problem resolution and process compliance.

CADENCE INNOVATION, Fraser, Michigan 2004-2006

General Manager

Lead and direct complex assembly and sequencing facility with $130M in annual revenue. Facility assembled and

sequenced dashboards, door panels, consoles and interior trim for Grand Cherokee and Commander. Plant was

causing weekly customer shutdowns due to a lack of assembled dashboards.

Selected Contributions:

Doubled EBITDA percentage on steady sales between January and April 2005.

Reduced total standard labor 25% & salary headcount 37% through continuous improvement actions

Drove delivery from 30% to 97% by creating a zero investment invisible label system that was named a

Best Practice by Chrysler.

Lowered quality rejects from 130 in 2004 to 23 in 2006 while complexity doubled.

Eliminated offsite warehouse and reduced inventory turns from 35 to 85 in 3 months by instituting Kanban and

building to broadcast.

Increased assembly throughput by 32% while reducing direct headcount utilizing Theory of Constraints.

PLASTECH ENGINEERED PRODUCTS, Leamington, Ontario 2002-2004

Operations Manager/Plant Manager

Lead and direct plastic molding, painting, assembly and sequencing facility with 380 employees and $80M in

annual revenue. Promoted to plant manager after six months as operations manager. The incorporation of lean

manufacturing principles allowed the facility to beat the budget for the first time in its 15 year history.

Selected Contributions:

Altered the plant layout to create one-piece flow and eliminate the need for WIP or FG warehousing.

Established hourly tracking of output, scrap and repair by hourly employees to create awareness and ownership.

Reduced inventory by 31%, indirect labor by 22% and reduced handling scrap from $25,000 per week to

$6,200 by replacing sequencing with build-to-order assembly and the elimination of material movement.

Improved FTT in paint from 50% to 87% in four weeks by identifying mass flow rate and color schedule

sequencing as KPI.

2004 Chrysler Gold Award Winner for Best Fascia Facility.

Continued

TREVOR HORNE PAGE 3

FORD MOTOR COMPANY, Saline & Utica, Michigan 1995-2002

Lead Assembly Engineer/Supervisor

Selected Contributions:

Lead Manufacturing Engineer for Taurus/Sable instrument panel.

Launched with no production or quality issues for three months after launch.

Trained 98 operators on two shifts utilizing rapid feedback meetings, job rotation and Kaizan workshops.

Designed, sourced and launched $2.2 million assembly system for 2200 units/ day to two plants.

Nominated for Presidents Award for developing Launch Best Practice for training and error-proofing.

Supervisor/engineer for 40 employee vacuum form, foam, trim and assembly process.

Shift produced 30% more assemblies and suffered 60% less scrap than other two shifts by focusing on problem

prevention and process monitoring versus finished goods.

EDUCATION AND TRAINING

Bachelor of Science in Mechanical Engineering, Cum Laude

UNIVERSITY OF DAYTON - Dayton, Ohio

Professional Development

Toyota Production System (TPS) Six Sigma Leadership Statistical Process Control (SPC)

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