DEREK N. PROUT

***** ******** **** *******, ** **040 abog9v@r.postjobfree.com

317-***-**** (Residence)

317-***-**** (Mobile)

SENIOR GLOBAL MANUFACTURING OPERATIONS MANAGER

Pioneering lean methodologies to drive productivity in top-tier manufacturing companies

Results-oriented manager offering 20 years of operations leadership for the world’s three largest automakers. Provided leadership on two continents in lean manufacturing and spearheaded best practices in product launch and components manufacturing to transform union environments into lean organizations driving process improvements and productivity turnarounds.

Operations change agent introducing continuous process initiatives and integrating lean processes through all phases of the manufacturing cycle to move the organization forward and maintain competitive edge.

Coach and team leader, empowering peak performance and facilitating team synergy by fostering ownership and organizational pride.

Innovative and visionary thought leader with a record of integrity and commitment to world class excellence.

PROFESSIONAL EXPERIENCE

PK U.S.A. Inc (US Operations)

2011-2012

(US subsidiary of Press Kogyo, one of Japan’s largest independent suppliers to the automotive industry. Headquartered in Indiana with satellite facilities in Senatobia (MS) and Gallatin (TN). PK USA employs over 500 associates and supplies automotive assemblies to Nissan, Toyota, Subaru and Honda.

Vice President Operations – Shelbyville, IN (3/11 – 12/12)

($110 million manufacturing operation supplying stampings, welded assemblies (painted and unpainted), machined axle tube assemblies and plastics components Tier 1 to 10 Automotive assembly plants operated by Nissan, Toyota, Subaru and Honda. Also tier 2 to the supply chain for each OEM.

Challenge – Complement PK’s Engineering excellence by introducing world class manufacturing processes into their facilities.

Scope of Responsibility – P&L responsibility for all Production, Maintenance (including Die Maintenance), Logistics and Quality Operations across PK USA.

Results 26% Improvement in Safety Incidents in 2011, 60% Improvement in External Parts per Million in 2012 (currently 11PPM)

Achievements:

• Developed an organizational structure capable of business metric improvement through TL selection and training.

• Reduced recordable incidents 26% in 2011 through communication, focus, improved discipline and a “go/see” approach to every incident.

• Utilized lean tools and training while establishing company standards for Standardized Work, Work Station Readiness and 5S to successfully launch $4M dollar axle tube business after transfer from Japan. Launch success led to formal recognition from Nissan Global Purchasing Organization.

• Strengthened PK’s quality system to include improved standardized work, layered process audits, daily fast response activities and feedback/feed forward resulting in a 60% year on year improvement in external PPM (11PPM YTD in FY 2012)

GENERAL MOTORS COMPANY (GM), US and UK Operations 1995–2011

(The #1 selling vehicle manufacturer in the world for 76 years. Headquartered in Detroit, MI, GM employs 208,000 people worldwide and produces the following brands: Buick, Cadillac, Chevrolet, GMC, Daewoo, Holden, Opel and Vauxhall.)

Summary: Recruited to GM from Toyota to introduce lean manufacturing into the UK manufacturing business. Selected for international assignment with GM North America as part of GM Personal Development Program to pioneer implementation of lean technologies into the North American market. Provided leadership to drive success of key startup, turnaround and quality initiatives, including the launch of the Chevrolet Traverse that became the most successful launch in GM's history to date.

Components Operations Manager - Spring Hill Manufacturing, TN (11/09–3/11)

($60 million manufacturing operation supplying sheet steel, plastic and painted plastic components to eight GM assembly facilities)

Challenge: Merging three previously disparate businesses into one streamlined and integrated components operation.

Scope of responsibility: 30 salaried staff, 380 UAW employees

Results: 65% reduction in stamping cost per unit

Achievements:

• Transitioned 80% of workforce into new positions by introducing lean techniques and GM business processes.

• Led successful re-launch of plastics operation through implementation of safety, quality and productivity business processes.

• Achieved 65% reduction in stamping costs through implementation of focused team-based productivity and quality processes.

DEREK N. PROUT Page Two

GENERAL MOTORS COMPANY (GM) – Continued

Plant Manager - Springhill Stamping Plant, Springhill, TN (1/08–11/09)

($25 million manufacturing operation providing sheet metal components to six GM assembly plants)

Challenge: Promoted to lead plant turnaround and meet rigorous growth objectives as part of corporate restructuring mandate.

Scope of Responsibility: Provided leadership to15 direct reports and 150 UAW employees accountable for implementation of lean initiatives to improve business metrics in safety, quality, productivity and budget attainment.

Results: Led 400% operations growth to achieve ranking among top three stamping facilities in North America as measured in cost per unit. Achieved highest quality rating in the company as measured by key performance indicators.

Achievements:

• Spearheaded major change initiative to deliver 400% plant productivity increase within 12 months through implementation of strategic plan involving facility closings, product consolidation and personnel optimization.

• Challenged to manage critical Chevy Traverse launch that was 27 weeks behind schedule. Provided leadership and facilitated synergy to fragmented team to bring project back on course, achieving rigorous time and budget parameters. Launch recognized by senior management as among the most successful in the company's history.

• Championed Continuous Improvement initiative and led successful implementation across four business units and 120 teams.

Plant Manager - Doraville Stamping Plant, GA (6/06–1/08)

Challenge: Maintain business focus and manage dynamics of plant closure with 90% employee turnover.

Scope of responsibility: 12 direct reports and 80 UAW employees.

Results: Reduced finished goods inventory levels by 50%, saving $.5 million.

Lead Superintendent - Pontiac Metal Center, MI (6/05–6/06)

Challenge: Facilitate culture change through introduction of lean methodologies in strategic company location to ensure successful launch of Pontiac G6, Cadillac CTS/DTS and Buick Lucerne.

Scope of responsibility: 3 direct reports and 60 UAW employees

Results: Introduced 2004 National Agreement ; gained buy-in and facilitated cooperation between employees and management to meet critical product launch targets.

Business Unit Manager - Marion Metal Center, IN (1/02–6/05)

Challenge: Manage launch of dies to support Hummer H2, Pontiac Grand Prix and Chevrolet Canyon launches.

Scope of responsibility: 23 direct reports and 200 UAW employees

Results: Recipient of General Motors Chairman’s Award recognizing contribution to successful compress launch of Hummer H2.

Launch Manager - Vauxhall Motors, (GM's UK subsidiary), Ellesmere Port, UK (2000–2001)

Challenge: Reduce headcount for new facility through deployment of lean training methodology

Scope of responsibility: 4 staff and 15 union employees

Result: $1 million savings through 25% staff reduction; 41% quality improvement.

Achievements:

• Established cross functional team accountable for optimizing costs and reducing personnel associated with transfer of manufacturing operation.

• Developed and deployed lean toolbox training and Kaizen workshops which reduced manpower requirements by 25% (GBP $1 million in savings).

Shift Manager - Body and Weld Shop (1998–2000)

Challenge: Introduce quality and safety lean tools to facilitate successful launch of MY2000 Vauxhall Astra.

Scope of responsibility: 9 direct reports and 200 union employees

Results: Improved body shop output from 35 to 47 units per hour by implementing " Theory of Constraint” lean tools. Reduced injury rate by 40% through injury analysis and change efforts to challenge existing policy regarding protective equipment.

Lead Shift Manager - Stamping Plant, Ellesmere Port, UK (1996 –1998)

Challenge: Transferred to leadership role to facilitate culture change and lean process empowerment initiatives.

Scope of responsibility: 4 direct reports and 80 staff

Result: $2 million savings in labor costs.

Achievements:

• Led 12 month lean methodology pilot program that reduced staffing demarcations through cross-training and team empowerment, reducing job classifications and associated headcount 23%, saving $2 million in labor costs and increasing teamwork and positive staff morale.

DEREK N. PROUT Page Three

Manager of Stamping Quality Assurance - Stamping Plant, Ellesmere Port, UK (1995–1996)

Challenge: Develop and implement a standardized inspection system in three key GM Europe stamping facilities.

Scope of responsibility: 5 direct reports

Results: 40% reduction in customer reject rates

Achievements

• Led multinational European team to establish quality system that standardized stamping operations in all GM Europe manufacturing plants. Trained leadership team and functional team leaders. Set up audit system to ensure compliance.

• Improved quality by reducing defect rate of non-conforming components 41%.

TOYOTA MOTOR COMPANY, Derby, UK 1991–1995

(Largest Japanese automobile manufacturer and among the top three automotive companies in the world)

Stamping Engineer

Start-up team member for Toyota’s first European vehicle assembly facility. Developed stamping preventive maintenance system and maintenance team member training program. Moved into die support and became launch leader for Carina E station wagon launch.

FORD MOTOR COMPANY, Liverpool, UK 1986–1991

(Global automotive industry leader manufacturing and distributing vehicles in 200 markets across 6 continents)

Electrical Engineer - Stamping

Operations maintenance support for robotics, programmable logic controllers (PLCs), electrical troubleshooting and diagnostics. Lead Support Engineer for two press line upgrades: electrical component overhaul, installation of PLC controls and inter-press robots.

EDUCATION / PROFESSIONAL DEVELOPMENT

Masters Degree, Manufacturing Management, 2001; Open University, Milton Keynes, England

HNC Electrical/ Electronic Engineering, 1989; Halton Technical College, Widnes, England

Ashridge Executive Development Program, 2000; Ashridge Business School, Berkhampsted, England

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