Manager Plant

Ronald J. Miller

**** **** ******** • Pacific, Missouri 63069

636-***-**** • abnw5o@r.postjobfree.com

Operations Manager successful at building corporate value for a consumer goods manufacturer with $49 billion in sales

operating globally. Expert at executing manufacturing systems/processes and Operational Excellence initiatives, while

enhancing performance, improving quality and reducing cost. Skilled at launching start up operations, developing self

directed work teams with a solid understanding of lean manufacturing methods and union relations. Adept at representing

the company at all levels. Key qualifications include:

Competitive Benchmarking & Process Improvements • Vendor/Supplier & OEM Relationships

Project Planning & Management • Master Black Belt • Lean Manufacturing

Process Optimization • Organizational Development

PROFESSIONAL EXPERIENCE

Chrysler LLC, Fenton, MO (1985 – Present)

Industrial Engineering Manager, (2008 – Present)

Transferred to St. Louis North Assembly Plant (Truck Division) as part of a new management team. Responsible to

reduce current manpower levels, develop 2009 C.Y. manpower budget, error / mistake proof operations and increase

productivity by removing non value added tasks, combining work steps and optimizing workstations.

• Act as key interface between plant, program management and design engineering, processing in new product.

• Contributed to a 6% manpower reduction in two months by redistributing work elements and adding tooling.

• Perform time studies on production equipment and assembly operations to identify bottlenecks.

Tooling Manager, (2007 – 2008)

Promoted as part of a new management model and charged with coordinating the development, planning, installation and

certification of all tooling to support a multi-phase new model launch in CY2007 and to implement policies/procedures to

sustain all safety, quality and delivery objectives across 2 shifts for both domestic and export vehicle production.

Significant Contributions:

! Streamlined skilled trades’ workforce by 53% for an annual savings of $1.95 million.

! Executed calibration and torque compliance strategies that reinstated full ISO certification for St. Louis South

Assembly Plant in CY2008.

! Reorganized preventive maintenance procedures, raising weekly completion rates from 84% to 100% reducing annual

operating costs by $700K.

! Reduced capital expenditures by over $3 million by utilizing plant personnel to manufacture, refurbish and install

tooling, ergonomic assist devices and component carriers during launch.

! Coordinated new tooling installations/refurbishments with Advance Manufacturing Engineering and OEM’s,

completing all launch projects on schedule.

New Model Launch Coordinator (2005 – 2007)

Spearheaded new model launch activities within a $12 million budget. Principal force in the transition of the 2,100 member

hourly workforce into self directed work teams, developing 3 salaried and an 18 member union production team into

vehicle build experts and trainers for the 2008MY minivan launch.

Significant Contributions:

! Organized all launch team logistics between St. Louis MO. and Detroit MI, arranged air travel, negotiated contracts for

hotel, parking, ground transportation and fuel, saving more than $70K over 15 months.

! Conducted recurring reviews with build team, Design Engineering and OEM’s to ensure manufacturability of

component parts.

! Institutionalized error and mistake proofing by conducting “Process Failure Modes and Effects Analysis” workshops

and creating “Job Element Sheets” to facilitate job rotation and reduce team learning curves.

! Negotiated $500K worth of vehicle properties (at no cost to the plant), supporting training and system tryouts for the

Body-In-White, Paint, and Assembly divisions.

! Eliminated training redundancies by reducing the launch team workforce by 39% within 7 months.

! Managed the build and facilitation of a $1million simulation room, training 95 production teams to perform assembly

operations at line speed; develop material display solutions, create plant information system screens, identify tooling

requirements and implement resolutions to ergonomic issues.

Black Belt (2003 – 2005)

Led the plant’s Operational Excellence program, consistently exceeding annual savings targets of $1.25 - $3 million by up

to 60%. Focused on customer satisfaction and process improvements to meet quality and delivery objectives. Utilized end

of line audit, vehicle warranty, plant through put and quality data to Pareto highest value issues, developed strategic plans

and executed project based tactical solutions.

Significant Contributions:

! Completed/mentored 31 projects saving $6.5 million in 2 years.

! Coached 8 people to Green Belt and 2 to Black Belt certification.

®

! Trained 54 management and hourly employees as Shainin Red X Technicians in CY2005.

! Oversaw the deployment and led all aspects of the Black Belt infrastructure, including proposals for project

selection/approval, established plant targets, assessed candidates and scheduled certification based training,

tracked projects and documenting cost savings.

Process Reliability Manager, Assembly (2002 – 2003)

Process Reliability Manager, Body - in - White (1999 – 2002)

Directed the Quality and Metrology departments within the Assembly and Body-In-White divisions. Insured compliance to

ISO and corporate requirements for policies/procedures, weld and dimensional conformance, sealing, surface finish,

panel fits, and torque.

Significant Contributions:

! Restructured the Assembly quality department; reducing the workforce 37% by combining inspection routes, and

focusing process compliance monitoring/control on the vital few areas to insure customer satisfaction.

! Improved Panel Alignment audits by 76%, from 50 C’s (conditions per 100) to 12 C’s / 100 in 16 months.

! Slashed vehicle audit time and increased audit sample rate by utilizing an on-line Coordinate Measurement Machine

(CMM), reducing line stops for vehicle removal/insertion and set up time.

! Streamlined metrology department manpower from 19 to 8, by executing new measurement strategies, utilizing

supplier data and eliminating redundant dimensional audits.

! Led warranty reduction initiatives that eliminated engine overheating and quarter glass wind noise claims by

developing specific in-system and reprocess procedures.

Body Systems Audit Supervisor, (1997- 1999)

Promoted to standardize quality metrics and implement a common web based reporting system for 19 manufacturing

plants and select suppliers operating in 7 countries throughout the Americas and Western Europe.

! Created and led plant / platform teams, commonizing in-system and end of line measurements and frequencies.

! Synthesized engineering build requirements with product capabilities and customer expectations (Warranty).

! Collaborated with OEM’s, developing measurement tools, expanding device reporting capabilities and designed new

measurement strategies.

Early positions include:

Contact Engineer (08/1994 – 04/1997), Process Engineer (07/1991 – 08/1994), Tool Designer (07/2005 – 07/1991)

Education and Certification

Bachelor of Science • Business Administration

Maryville University, St. Louis MO.

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Certified Master: Shainin Red X

Training and Development

Applied Statistics

Design of Experiments Fundamentals

Fundamentals of Ergonomics

SPC Application & Management

PFMEA – Design / Process

Kepner Trego’s Project management

! Awarded U.S. Patent # 5,924,170: for paint assist tooling, generating annual savings of $843K over 6 years.

! Received a Chairman’s award for “reducing model changeover downtime, increasing available units”.

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