Manager Plant

Melvin Royster

Email: *********@********.***

Address: **** ********** ****

City: Amelia

State: OH

Zip: 45102

Country: USA

Phone: 734-***-****

Skill Level: Management

Salary Range: 100

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Melvin Royster

1506 Thornberry Road Amelia, Ohio 45102 734-***-**** *********@********.***

plant Manager

Cost Control / Process Improvements / Manufacturing / QC / Safety / Lean /

Vendor Relations

Six Sigma / ISO & QS 9000 / JIT / Kaizen / Labor Relations / Turnarounds /

Training / TQM

I quickly produce outstanding results against the most ardent manufacturing

metrics, including overall production, quality, delivery, safety and cost

control. Enhancing and reengineering manufacturing processes and

procedures, I reduced costs and increased profits for firms servicing world-

class companies such as Ford Motor Co. (FMC).

My experience includes successful implementation of Six Sigma, Kaizen, Lean

and Total Quality processes. I possess demonstrated talent in leveraging

technical expertise and management skills to develop highly motivated and

successful teams who deliver top quality product and on schedule. My

strengths also include:

o Introducing creative, cost-effective ideas on the manufacturing floor

o Developing highly effective cross-functional relationships that grow

productivity

o Gaining customer, director, investor, employee and vendor buy-in

o Enabling open communications to spur company growth and stability

As a hands-on manager, I lead by example, gaining approval at all levels. I

am known for solving the most difficult challenges and turning problematic

employees into highly productive assets. Decisive, loyal and driven, my

management style builds productivity. My BS in Behavioral Science is from

Shaw University.

Selected Accomplishments

Met launch schedule requirements. M&R Corp. was hired to help firm increase

unit production to meet growing demand. Observed production and made

recommendations for improvement, including tool changes, inspection methods

and quality processes. Improved production from 400 to 1100 units per day

within three months.

Achieved Best in Class rating. Inherited high per-unit cost at Ford's

Livonia plant, with man hours per-unit at 50% above industry average.

Strengthened Six Sigma processes, hosted Kaizen events, engaging team

members, including engineers, customers and suppliers. Trained production

personnel in constraint management processes. Reduced labor to 2.51 man

hours/unit (reported by Harbour Labor Statistics), resulting in $3M

annualized savings.

Turned plant around. Ford's Batavia plant was losing $20M per year to the

labor budget and produced only 130 of the 300 required units daily.

Established new line balances in each production area. Implemented rigorous

Six Sigma plan and value stream mapping. Reduced operating loss $20M YOY

from 2005 to 2007, achieving profit.

Improved productivity. Ford's Dearborn plant was losing money. Benchmarked

JPH and cost performance against sister plants. Implemented Lean concepts

and constraint management. Developed robust work teams and turned plant

around in just five months, going from $6M deficit to $250K surplus while

keeping delivery schedule.

Career History

Manufacturing Consultant, M&R Corporation, 2012 to Present. Contract

manufacturing consultant for program launch of a major transmission

operation in Mexico. Focused on machine uptime and throughput.

Plant Manager, Rawsonville, (FMC), 2010 to 2011. Oversaw operations of

machining, heat treat and assembly for $5B auto parts manufacturer. Managed

safety, quality, delivery to schedule, cost control, Lean, ISO and Six

Sigma implementation. Maintained positive UAW relationship, led 16 direct

reports and $75M budget.

Manufacturing Manager, Livonia Transmission (FMC), 2008 to 2010. Directed

daily operations and managed safety, quality, delivery to schedule and

implementation of improvement methodologies and programs. Maintain optimal

working relationships with key internal and external organizations Oversee

10 staff and $85M budget.

Manufacturing Manager, Batavia Transmission (FMC), 2004 to 2008. Oversaw

machining, heat treat and assembly operations, and team development.

Developed and deployed safety processes and corrective action plans, and

quality operating systems and environmental processes. Managed 15 staff and

$165M budget.

Area Manager, Dearborn Engine (FMC), 2000 to 2004. Managed daily operations

of forging, machining and assembly for this $5B manufacturing division of

$20B firm. Led safety, quality, delivery, cost control and application of

efficiency methodologies. Managed 12 direct reports and $75M budget.

Team Manager, Vandyke (FMC), 1997 to 2000. Served as daily operations lead

for stamping and control arm assembly for this multi-billion dollar

division. Led staff of 10 and $50M budget.

Earlier: GM, Metro Trans Corporation. Plant Manager, Intermetero

Industries.

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