Manager Lean Manufacturing

Sam Serra

***** ****** **., ******, ** Cell: 586-***-**** ***.*****@***.*** www.linkedin.com/in/samserra

Manufacturing

VP of Operations / Director / General Manager

Results-driven, “hands-on” Executive & Operational Leader with a record of success in establishing and achieving strategic goals and consistently meeting or exceeding business plans. Operates with high integrity and strong leadership skills with an emphasis to drive organizational effectiveness. Champion of continuous improvement action planning, implementation and achievement monitoring of operational Key Performance Indicators (KPI).

• Operational Leadership • Strategic Development

• Continuous Improvement • Implementation of Key Performance Indicators (KPI)

• Action Planning - PDCA • LEAN Manufacturing Methodologies

• Six Sigma DMAIC Black Belt • “Grown from the shop floor” Experience

• Multi-Site Locations • Union and Non-Union Work forces

Professional Experience

Burtek Enterprises Apr 2016 – present

Vice President of Operations

Managing all P&L and operational performance responsibilities for $24 million business unit

Exceeded build out plan for 2016/2017

Led unplanned runout of manufacturing operations due to change of private equity direction

Core processes include welding, fabrication, CNC/5-axis machining and assembly of manufactured products for the Defense and Aerospace industries

Implemented KPIs to measure and improve operational quality, delivery, and cost performance

Attica Hydraulic Exchange Jul 2013 – Apr 2016

Vice President/General Manger

Managed all P&L and operational performance responsibilities with sales growing from $24 - $30 million

Added responsibility of managing inside sales and customer service teams in multiple locations

Processes include hydraulic component remanufacturing and repair services, CNC Manufacturer of aftermarket component parts and the aftermarket distribution of hydraulic units and parts

Led consolidation and integration of Metaris Toronto business unit into Attica (MI) and Flint Hydrostatics (TN) locations

Implemented KPIs to measure and improve operational quality, delivery and cost performance

AGS Automotive Systems Mar 2012 – Jul 2013

Plant Manager – Sterling Heights, MI

Managing all P&L responsibilities for three sites with sales growing from $50 to $100 million

Processes include stamping, robotic welding, electro-plating, and automated assembly

Reduced scrap from $509K to $209K in first year

Reduced labor from 11.2% to 10.4% in first year

Increased first time quality to between 95% and 98% for all major processes

MAG - Industrial Automated Systems Jun 2010 – Feb 2012

Plant Manager – Port Huron, MI (5/2011-2/2012)

Managing all P&L responsibilities for a $50 million operation serving Automotive Powertrain, Aerospace and Energy industries

Operations Lead – CorCom NA – Hebron, KY (6/2010-4/2011)

Managed all P&L responsibilities for North American sub-assembly division

Increased on time delivery from 30% to 95%

Blue Water Automotive Systems Inc., Marysville, MI Oct 2004 – Nov 2008

Vice President of Operations (6/2008-11/2008)

Managed all P&L responsibilities for a $230 million operation with 1500 employees and eight facilities including oversight of purchasing, IT, program management, engineering, finance, and human resources

Director of Operations (1/2006-5/2008)

Managed all P&L responsibilities for U.S. Operations

Consolidated operations and reduced the number of facilities, resulting in a 30% reduction in corporate expenses in 2007

Increased manufacturing operations’ profits from 8% to 18%

Standardized Blue Water Operating System at all plants

Implemented LEAN Manufacturing techniques and Six Sigma methodologies

Consistently met or exceed operational KPI (Key Performance Indicators) metrics

General Manager - Port Huron Plant (10/2004-12/2005)

Directed overall plant operations of $40M per year plastic injection molding facility

Analyzed part profitability and implemented LEAN manufacturing methodology that improved efficiency and recovered facility from a loss in 2004 to a 10 % profit in 2005

Developed and implemented weekly continuous improvement and fast response meetings

Renegotiated Teamsters Union contract for enhancements to work rules, training program, and wage provisions

Adapted and implemented total preventative maintenance and OEE measuring system for corporation

Managed conversion to Express Maintenance software system to create preventative maintenance and work-order tracking system

Daimler Chrysler Corporation - Detroit, MI Jul 2000 – Oct 2004

Maintenance Manager – Detroit Axle Plant (350 employees) (9/2003 – 10/2004)

Managed maintenance of a 2.1 million square foot facility including all machining and assembly processes

Structured manpower distribution & overtime requests to correlate with plant demands & business plan

Coordinated planned maintenance activities, training, continuous improvements of equipment, and implementation of irreversible preventative solutions to ensure the preservation of the plant’s asset base

Drove implementation of Total Preventative Maintenance and Overall Equipment Efficiency (OEE) measuring system

Developed and implemented Lean Manufacturing practices throughout the plant

Maintenance Supervisor – Mack Avenue Engine Complex (75 employees) 7/2000 – 9/2003

Managed cylinder head machining, camshaft machining, and cylinder head assembly lines

Coordinated all maintenance functions with respect to launch, safety, quality, delivery, cost, and morale

Oversaw maintenance, supervised skilled trades, and trained production operators for cylinder head machining lines

Initiated and coordinated production support, scheduled and unscheduled maintenance of machines, training, payroll, spare part procurement, and continuous improvements

Active member of Throughput Management, PQI and Total Preventative Maintenance teams

LAMB Technicon – Warren, MI Aug 1996 – Jul 2000

Journeyman Toolmaker and Machine Builder

Assemble inline transfer machines, including sub-assembly of precision heads and spindles, work fixtures, slide units, and transfer drives

Machine qualification to part print specifications, tooling set up, installation and service at customer facilities

Install and service capital equipment for all OEMs and Tier I community, domestic and transplant

Education

Walsh College – Troy, MI

Master of Business Administration – 2011

Franklin University (Macomb University Center) – Columbus, OH

Bachelor of Science, Technical Management – 2002

Macomb Community College

Associate’s Degree, Manufacturing Technology – 1999

Certifications

Caterpillar – Peoria, IL

Six Sigma Black Belt – 2010

Macomb Community College, U.S. Department of Labor

Journeyman, Toolmaker-Machine Builder – 1999

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