Manager Product Development

SUBJECT: RONALD PRATT

Currently looking for a position that is challenging and rewarding that matches with my experience(s).

I made the decision of leaving INTEVA, in Sept. 2016, due to an illness in my family. This was in order to support my wife through significant cancer treatments.

With this issue behind us, I am reentering the business world.

I am a results-oriented operations / manufacturing, program management, and strategic sourcing leader with extensive domestic and global experience in manufacturing organizations. I am interested in exploring opportunities with your company. My success is derived from my ability to significantly improve operating capacity, quality, and efficiency by implementing Lean Thinking and Six Sigma manufacturing techniques, while also reducing turnover rates and establishing program management processes. Whether challenged to optimize corporate resources for maximum profitability, lead up to 14 manufacturing facilities simultaneously, reduce inventory, or surpass customer expectations, I have consistently delivered strong and sustainable results. Significant accomplishments include:

- Improving safety in all Specialty Products plants at Collins & Aikman by establishing a monthly review of accidents; additionally, instituted action plans to eliminate reoccurrences

- Reducing inventory levels from over 50 days to less than 15 and implemented an action plan to further reduce inventory levels to less than 10 days at Collins & Aikman

- Executing and managing $1.3B in major chassis programs at 14 plants for TRW; programs involved Foundation & Antilock Brakes, Steering, and Linkage & Suspension Products

- Maintaining all budget goals and spearheading operations during a difficult transition period at TRW’s Fenton, MI plant that included a high management turnover rate, significant changes in the customer base, and a reduction in over 100 employees out of 600 total; additionally, prepared the plant for QS9000 audits and instituted Advanced Lean Development

Please feel free to contact me at 517-***-****, or by e-mail at ********@*******.***.

Ronald E. Pratt

270 Lake Pines Drive

Brighton, Michigan 48114

Cell 517-***-****

Email ********@*******.*** (personal)

PROFESSIONAL SUMMARY:

A proven leader with experience in restructuring and reorganizing corporations with domestic and international facilities, accomplished through developing management staff and focusing on core product development. Have directed the company through a difficult process drawing on my experience in operations, program management, materials, purchasing, accounting, preventive/predictive maintenance and especially development of the management staff. I have driven companies through retention of core markets, entrance into new markets and guiding efficiencies in the operations. Have a strong background in Six Sigma / Lean Thinking, TQM, Kaizen, & Theory of Constraints. My technical knowledge and experience spans many manufacturing areas and processes. I have managed both union (UAW) and union-free companies.

PROFESSIONAL EXPERIENCE:

1/2011- 9/2016 INTEVA Products (Troy Mi.)

*Arvin Meritor / Body Systems was purchased by INTEVA Products (Jan 03, 2011)

Dir., Global Manufacturing Planning

Sr. OPERATIONS DIRECTOR OF MEXICO & S. AMERICA (07/2013 – Present)

DIRECTOR, OPERATIONS SUPPORT / INTEGRATION PROJECTS

Directing Special Projects / Programs in order to build upon the synergies of the purchase

Reorganizing our Brazilian site for relocation & structure change

8/08 – 1/11 Arvin Meritor (Detroit / Troy Mi.)

GENERAL MANAGER, AMERICAS - BODY SYSTEMS LVS

Leader for the Americas Business Group, ( Brazil / Mexico / N. America)

Consisting of Product Development Engineering, Finance, Procurement, Operations & Sales / Marketing

Position reports to the VP General Manager for Body Systems, located in Sully, France

Responsible for four manufacturing facilities: Montgomery Al., Mullins S. Carolina, Puebla Mx. & Limeira Brazil.

Developed a consistent format of reporting & movement towards a LEAN environment

9/07 – 3/08 Regal Beloit (Fort Wayne Ind. / Beloit WI.)

The Tecumseh / Electrical Components Group was purchased by Regal Beloit

INTEGRATION LEADER – ACCUSITION & STRATEGIC PLANNING

Responsible for the integration process of two companies that were purchased by Regal Beloit

Providing strategic planning for manufacturing footprint & development

10/04 – 9/07 Tecumseh Engine (Tecumseh, Mi.)

PRESIDENT, Electrical Components Group – FASCO MOTORS

Leading manufacturer of fractional / sub fractional electrical and mechanical motors (AC/DC)

Motor type consist of blowers, gear, linear actuators for automotive, appliance and consumer durables, heating and cooling equipment, computer and office equipment along with healthcare industries

Responsible for 10 domestic / international manufacturing facilities – (5) U.S., (2) Mexico, (1) Thailand, (1) Australia, (1) Canada, along with (1) Distribution Center, located in the U.S.

Responsible for Product Development, Engineering, Manufacturing, Purchasing, Sales & Marketing and Distribution

Customer interaction for Residential and Commercial business (Carrier, Rheem, AO Smith, Lennox) along with the Automotive & Specialty business ( Lear, Briggs&Stratton, Kohler, Bergstom), and International business ( Daikin, Trane, Fisher&Paykel)

Established Lean Thinking concepts and 6 Sigma processes

Restructured and reorganized the business

Accomplishments:

oImproved Safety criteria in the Mexico & N. American facilities by 20% by setting up internal safety teams

oTurned around a Mexico facility that was ‘out of control’ with drugs and mismanagement

oDiscovered an unexpected buildup of inventory during an installation of a new MRP system, $2M+ / monthly excess: decreased the total inventory by $6M in less than nine months

oIncreased inventory accuracy from 20% to 99% in a three month timetable

oImproved all phases of inventory control, reducing freight costs by contracting with a select carrier base and determining the best lanes of delivery; improved supplier deliveries to the plants by focusing on supplier-specific issues, improved profitability to 9%

oImproved OPBIT BY 2.5% with a savings of $2.2M in the Automotive and Specialty business

oIncreased productivity 35%, delivery 15%, implemented 5-day build plan, reduced PPM by 75%, in one year

oInitiated value analysis-value engineering projects that improved margin and product performance

oLed savings schedules that targeted $20M for a $140B Division

oDeveloped structure with 21 lean facilitators and held 325 Lean Manufacturing Workshops across the Motor Group over a 2.5 year period

5/02 – 6/04 Collins & Aikman-Specialty Products Div (Troy, Michigan)

Vice President Global Operations

Responsible for four facilities – (1) United States (3) Mexico

Established Lean Thinking & 5S process and expectations

Started Six Sigma training for key areas

Developed Budgets, Program Management Process, Launches & Staffing

Contract Negotiation (Domestic and Foreign)

New Business Development (Strategy, Quoting, Presentation)

Improved safety by establishing a monthly review of accidents and instituted action plans to eliminate reoccurrences

Reduced inventory levels from >50 days to less than 15 and implemented an action plan process to further reduce inventory levels to <10 days

5/93 - 5/02: TRW (Previously, Lucas Varity/Kelsey Hayes)

Director of 6 Sigma Training / Lean (Livonia Mi.) 1/02 - 5/02

Implementation and start-up of 6 Sigma Training

Coordination of global training grants

Director of Program Management, N. America (Livonia Mi.) 1/00 - 1/02

Responsible for all major chassis programs (14 plants)

Developed Program Management Process for Entire Company (Domestic & International)

Areas of Responsibility: Foundation & Antilock Brakes / Steering / Linkage & Suspension Products

Plant Manager (Fenton, Michigan) 6/96 - 1/00:

Led the plant through a difficult transition time period, while maintaining budget goals

Advanced Lean Thinking was implemented

Managed through high management turnover

Significant changes in the customer base (From GM to Ford/Chrysler)

Managed thru the first major downturn in business (reduction of >100 employees of 600 total)

Initial QS9000 Audit

Led the plant thru two mergers (Lucas and TRW)

Operations Manager 10/95 – 6/96

Served as the Assistant Plant Manager

Responsible for the quality systems & plant engineering along with operations

Area Manager, Machining and Assembly 5/93 – 10/95

Managed the daily operations, along with financial, labor and engineering areas.

ACCOMPLISHMENTS:

Fenton Plant receive the ‘STAR’ award for the State of Michigan

(First recipient for Michigan)

Consistently met / exceeded financial goals

Four-time GM “Supplier of the Year”

Awarded Chrysler Gold Pentastar [twice]

First 90 days with no accident / no lost time award for the Fenton facility

Maintained Ford Q1 and Delivery Levels

Maintained a facility that operated within a “Team Environment” to accomplish its’ goals

11/81 - 5/93 Atlas Inc., / Cummins Engine Co. (Fostoria, Ohio)

Plant Engineering Manager / Operations Support Manager

Operations Manager

Materials Manager

3/79 - 11/81 Millington Plastics (Upper Sandusky, Ohio)

Purchasing Agent – Direct and Indirect Materials

3/78 - 2/79 Louisiana Pacific (Ottawa, Ohio)

Production Control Supervisor

1/72 - 3/78 Budd Co. (Carey, Ohio)

Supervisor, Material Control

Material Control Coordinator

EDUCATION:

Bachelor of Commercial Science, Business Administration; Tiffin University Tiffin, Ohio (1980)

Carey High School, Carey, Ohio

CONTINUING EDUCATION:

Theory of Constraints

Kaizen

Lean Thinking

Self Direct Work Teams

TPM

Ketchum Training

Union Avoidance

Purchasing Law

Corporate Finance

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