Plant Manager Engineer

PROFESSIONAL PROFILE

OBJECTIVE To apply my professional experience, manufacturing experience, technical aptitude, and educational knowledge in a senior management position within a progressive organization for the advancement of the company’s corporate strategy.

EDUCATION Eastern Michigan University Ypsilanti, MI

Master in Business Administration, Management

Southern University Baton Rouge, LA

Bachelor of Science Electrical Engineering

EXPERIENCE

Systems Automotive Interiors (Joint Venture with Toyota Boshoku), Mantachie, MS June 2011 –

Plant Manager, Systems Automotive Interiors - June 2011 –

Responsibilities Include:

Successfully launch start-up of brand new manufacturing plant and process as a tier 1 automotive seat assembly supplier to Toyota Motor Manufacturing in Blue Springs, MS. Facility launched as a joint venture between minority supplier Systems Automotive Interiors and Toyota Boshoku Mississippi. Spent time in Japan to train in the Toyota Production System (TPS) and became trainer for team members and management team. Systems Automotive Interiors was one of a few suppliers considered a Just-In-Time (JIT) supplier with virtually no inventory (as production was based on actual Toyota order for specific color and style seat assembly). Responsibilities also included recruiting, staffing, training, and development of team members and management staff; leading team in establishing safety, quality, operational and budget objectives and metrics. Plant achieved profit each month post launch for 13 consecutive months. Team surpassed quality Parts Per Million (PPM) customer target of 50 PPM by achieving 30 PPM. Team achieved operation efficiency by running 92% uptime. Successfully launched a full second shift operation to meet customer production demands. Assisted CEO in developing plant vision, mission and team member handbook for organization. Developed written procedures, protocols and standards to ensure consistency in managing business.

PACCAR Engine Company, Columbus, MS May 2008 – June 2011

Assistant Plant Manager, PACCAR Engine Company - May 2008 – June 2011

Responsibilities Include:

Launch start-up of brand new manufacturing plant and process to support strategic vision. Manage machining area of crankcase and cylinder head to achieve operational results. Source suppliers and manage program to ensure timely delivery, installation and validation of equipment to ensure performance criteria achieved. Work closely with the Plant Manager and direct reporting managers in establishing both long and short range goals, including productivity, quality, and safety. Assist the Plant Manager in establishing budgets and monitor attainment of financial objectives. Responsible for training and developing staff, identifying critical talent, motivating employees to achieve personal development goals and organizational objectives, and replacing key positions within the Plant. Communicate with Plant Manager, plant management staff, direct reports, and others on relevant items which require immediate action. Develop standards for measuring the performance of direct reports which are compatible with PACCAR standards and which assist to achieve Plant and Division objectives. Assist in development of plant mission and vision for entire organization. Graduate of PACCAR Institute for Managerial Leadership 2010

INTERNATIONAL TRUCK & ENGINE CORPORATION (NAVISTAR), Indianapolis, IN August 2005 – May 2008

Manufacturing Integrator, Advanced Manufacturing Engineering June 2007 – May 2008

Responsibilities Include:

Managed manufacturing integration for five programs for new and changing products; providing single voice of

manufacturing communication to customer, design engineering, purchasing and manufacturing facilities; driving for commonality and cost reductions during design reviews; facilitating program reviews with manufacturing senior management; ensuring master manufacturing program schedules are updated; providing launch/transition plan to AME (advanced manufacturing engineering) group and senior management; assuring changes are properly funded before acceptance into design assumptions; supporting PCR (product change request) process to track product changes and related costs; reporting and providing manufacturing updates for program level APQP(advanced product quality planning); ensuring QVP(quality vehicle planning) documentation for specific program gate reviews is prepared and reviewed by AME management prior to PAC(program action committee) review; interfacing with customer to communicate schedules, quality and timing; maintaining list of critical manufacturing issues; providing weekly report to identify manufacturing program issues; facilitating stakeholder meetings to resolve program issues.

Assistant Plant Manager – Indianapolis Engine Plant August 2005 – June 2007

Responsibilities Included:

Managed facility that manufactures diesel engines, employed over 1100 employees and generated over $1.25B in revenue; lead manufacturing operations that consisted of engine assembly, material handling and machining of cylinder blocks, cylinder heads, crankshafts, camshafts and connecting rods; achieve targets for performance (measurable targets are Quality/Cost/Delivery and Customer Satisfaction); lead plant maintenance organization staff (determine plant maintenance budget, compliance with preventive maintenance schedules, improve percent of downtime related to maintenance); interfaced with union and labor relations organization; lead quality department staff (improvements in scrap, reduction of rework, improve quality processes, and respond to customer concerns; quality improvements led to receiving quality improvement award from customer); lead plant engineering organization (completion of shutdown and daily projects, successful start of maintenance and engineering projects after shutdown, and budget planning for plan year); lead production management (increase and maintain unit uptime, reduce scrap totals related to manufacturing, meet or exceed plant absenteeism goals, meet or exceed safety goals, meet department budgets and cost per unit metric and improve total production outputs); lead material planning and logistics (coordination of direct and indirect material purchase and delivery, and coordination of finished product shipments). Selected as participant for Engine Division’s future leader development program.

FORD MOTOR COMPANY, Dearborn, MI July 1992 – August 2005

Manufacturing Champion, North American Diesel Organization 2003 – 2005

Responsibilities Included:

Lead resolution of manufacturing concerns of 6.0L Powerstroke diesel engine at joint venture and alliance partner; lead warranty reduction taskforce in problem resolution of manufacturing issues at other Powertrain Joint Venture and alliance partners (manual transmissions); developed engineering solutions for product and process improvements; initiated containment actions and permanent corrective actions that eliminated recurrence of identified problems, resulting in a 30% reduction in warranty spending; lead team in analyzing emerging concerns through vehicle evaluations and dealership support; Champion of closure process that defined a systematic approach of evaluating design alternatives for team members to follow; audited manufacturer’s Quality Operating System process.

Assistant to Vice-President of Advanced Manufacturing Engineering / 6 Sigma Deployment Director 2001-2003

Vice-President Assistant Responsibilities Included:

Selected as participant in leadership development program; developed division strategic initiative planning; assisted in developing business plan for organization; provided consulting services to external businesses in an effort to improve manufacturing processes and deliveries (i.e. provided Goodwill Industries of Greater Detroit consulting services in lean manufacturing principles resulting in increased return on sale from 1% in 2001 to 8% in 2002; net profit increased year over year by 733%, expedited freight costs were reduced 75% and throughput increased by 35%);

6 Sigma Deployment Director Responsibilities Included:

Lead implementation and integration of 6 Sigma processes and methodologies; managed 45 Black Belts and 6 Master Black Belts within organization; served on corporate steering committee to develop 6 Sigma process guidelines; developed training plan for implementing Green Belt process; identified tangible and intangible savings throughout organization; coordinated project scope of Green Belt and Black Belt projects.

Team Manager of Manufacturing Operations 1999 – 2001

Responsibilities Included:

Promoted from Manufacturing Planning Specialist. Managed four departments that produced fuel systems/tank assemblies consisting of 125 salaried/union employees and $30 million budget; oversee departmental budgets, engineer staff, operations, quality and product delivery; achieved department metrics which included safety, quality, cost, productivity, delivery and customer satisfaction; implemented lean manufacturing principles for fuel systems/tank assembly operations; improved product quality by 15%, reduced total costs by 22% for all departments, and improved throughput; interfaced with union leadership to ensure contract compliance; served as organization’s Personnel Development Committee representative.

Manufacturing Planning Specialist (General Supervisor) 1998 – 1999

Responsibilities Included:

Supervised production and maintenance supervisors, manufacturing engineers, and union production and maintenance personnel in the I4 engine component-machining department; developed and prioritized production schedule and maintenance activities for three machining departments; developed engineering solutions to improve manufacturing operation efficiency; ordered raw material for all departments; developed and prioritized capital projects and allocating available funds; achieved department metrics which included safety, quality, cost, productivity, delivery timing and customer satisfaction; institute lean manufacturing principles; provided technical support for engineering projects.

Supplier Technical Assistance Engineer (Ford and Visteon Purchasing Organization) 1996 – 1998

Responsibilities Included:

Promoted from Process & Controls System Manufacturing Engineer to supply chain management position; coached 48 commodity suppliers to yield a 42% reduction in parts per million defects; provided engineering and technical support to suppliers to improve product and manufacturing processes; coached suppliers in Kaizen improvements, process controls and lean manufacturing principles; audited supplier’s quality operating systems for compliance to Ford Q1 standards and QS 9000; selected by management to perform role of lead assessor of supplier capabilities for a global supplier benchmarking effort that encompassed seven countries and 12 suppliers (assessed supplier’s manufacturing processes, engineering capabilities and quality systems).

Process & Controls System Manufacturing Engineer 1996 – 1996

Responsibilities Included:

Identified and implemented modifications to improve engine manufacturing processes (head and cam assembly, piston rod assembly and short block assembly for I4 engine); developed capital improvement project proposals; improved, maintained and trouble-shoot electrical control systems (PLC, servo and robotic systems); analyzed quality and productivity data and implemented corrective actions for below target performance; scheduled prototype component process trials; identified process waste and engaged team members to determine appropriate corrective measures; provided technical support to electricians; reprogramming electrical control systems using PLC ladder logic.

Plant Controls System Engineer (Dearborn, MI) 1994 – 1996

Responsibilities Included:

Provided Controls Engineering support for entire plant during third-shift operations (machining cylinder blocks, cylinder heads, crankshafts, camshafts, connecting rods, bearing caps and six fuel tank assembly lines and five stamping presses); provided technical support to electricians; PLC program writing and testing; oversee engineering equipment installations during reduced production periods; troubleshooting PLC, robotic, servo, hydraulic, pneumatic, and electrical systems; rewriting machining program parameters to improve product quality; supported other engineers on current engineering projects.

Production and Maintenance Supervisor (Cleveland, OH) 1992 – 1994

Responsibilities Included:

Supervised 35 production and maintenance union personnel in foundry operations department that produced cylinder head castings; communicated daily production requirements and goals to employees; coordinated maintenance activities for operation breakdowns and scheduled preventive maintenance activities for off-shift crew; meet quality and productivity goals; lead department safety team (comprised of cross-functional team members); scheduled trial runs of components; planned and oversee weekend maintenance projects; troubleshoot manufacturing process issues and provided technical support to mechanical and electrical maintenance team; ordered spare parts for maintenance activities.

WEIRTON STEEL CORPORATION, Weirton, WV December 1990 – July 1992

Technical Engineer 1990 – 1992

Responsibilities Included:

Completed six month rotational program that provided insight into entire steel making process (blast furnace, basic oxygen furnace, slab casting operation, mill finishing operations, pickling operations, etc.). Upon conclusion of training, was assigned to Powerhouse operations. Engineered installation of an electronic high-voltage power distribution system to replace old switchgear station equipment; supervised power line mechanics in maintaining high voltage power distribution systems and equipment installation; provided engineering support for rebuilding high-pressure and low-pressure steam turbine generators; supervised on-site operations of power generation plant for both high-voltage (138 kV, 69 kV, 34 kV) and low-voltage (4160V, 480V, 240V) distribution systems (powerhouse system consisted of high-pressure and low-pressure steam, high-pressure and low-pressure turbine generators and high-voltage and low-voltage breaker systems for entire steel mill operation).

*** References and salary history availa

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