Continuous Improvement Manufacturing

GEORGE HORVAT

*** **** **** ***, *******, Michigan, 48207 +1 (313) 401- 2996 ************@*****.***

PERSONAL STATEMENT

A proven leader within the Manufacturing, Engineering, Quality and Maintenance disciplines with Fortune 500 experience managing large and diverse teams in union and non-unionized facilities. Quality-driven, customer-focused business partner with experience leading international groups in Mexico, Europe, Japan, and the Philippines. Exceptional problem-solving, team development, project management, quality assurance, negotiation, conflict resolution and interpersonal communication skills.

WORK HISTORY

Cimpress NV, formerly Vistaprint May 2013 – current

Cimpress is a technology and manufacturing-driven company that aggregates, via the Internet, large volumes of small, individually customized orders for a broad spectrum of print, signage, apparel and similar products. They produce those orders in highly automated, capital and technology intensive production facilities in a manner that the production techniques are significantly more competitive than those of traditional suppliers.

Cimpress Windsor and Reno sites: Vice President & Plant Director Sept 2016 – Current

Main Responsibilities:

Managing $900 million P&L and Operations for 1500+ team members.

Reorganized process, providing increased floor space and improved process flow of material & throughput time from 12hrs to 8.5hrs

Directed execution of continuous improvement projects through Cimpress production system, implemented Winning in Windsor program with team members input.

Effectively communicated with all levels of management by setting & breaking down Company targets to all associate levels in a competitive based environment

Launched production for several new merchants, new equipment processes, and new commodities into manufacturing operations.

Managed Capital Investments for new product introduction totaling $18M annually while ensuring ROI and hurdle rates are met on Business cases are met or exceeded

Start-up and establishment of greenfield project in Reno, NV, with full integration, training, hiring, and transfer of associates, process, equipment, and physical launch of site

Cimpress Venlo: Vice President & Plant Director March 2014 – Sept 2016

Main Responsibilities:

Managed 375€ million P&L and Operations for 500+ company associates.

Reorganized process, providing increased floor space and improved process flow of material & throughput time

Directed execution of continuous improvement projects through Cimpress production system.

Effectively communicated with all levels of management and works council by setting & breaking down Company targets to all associate levels in a environment with 4 languages (Dutch/German/Polish/English)

Launched production for several new merchants, new equipment processes, and new commodities into manufacturing operations.

M&A with full integration and transfer into Venlo of associates, process, equipment, and physical relocation

Sr. Director of Operations May 2013 to March 2014

Main Responsibilities:

Directly responsible for departments budgets, department goals, staffing, efficiency, and scrap.

Implemented of continuous improvement projects through Cimpress Production System

Worked to build high performance teams to reduce waste in process and raise awareness of quality

TRMI Inc. & TRIN September 2000 – April 2013

TRAM, Inc. is a holding company, which through its subsidiaries (TRMI, TRIN, TRAM), manufactures automotive parts and switches. It offers technologies involving electronics, simulations, materials, and ergonomics for safety and control systems. The company manufactures restraint systems, key systems, shift levers, and switches, and is a Tier 1 supplier for Ford and Toyota.

TRMI Inc. & TRIN Inc.: Director of Operations & Vice President September 2006 – April 2013

Main Responsibilities:

Managed $282 million P&L and Operations for 700+ company associates, while coordinating with 3 other divisions and 8 offshore facilities

Reorganized inventory, providing increased floor space and improved process flow of material

Directed execution of continuous improvement projects through Toyota Production System Principles

Effectively communicated with all levels of management by setting & breaking down Company targets to all associate levels

Designed business development strategies, tracking systems, and incentive Systems Company wide.

Led 6 major vehicle line launches with 35 new commodities into manufacturing operations generating $11 million revenue/year

Sr. Manager of Quality/Engineering/Maintenance July 2003 to August 2006

Main Responsibilities:

Developed an Internal APQP Gate system triggering off of Customer Timelines to meet all requirements

Implemented and maintained ISO-14001/QS-9000 while undergoing TS-16949 Certification

Implemented lean methodologies and lessons learned through TPS activities

Established ‘Customer Satisfaction’ framework to obtain Most Improved & Best in Quality Award by Major customer 500+PPM to 14PPM in 3 years

Established a TQM and TPM system to reduce costs, while building high performance teams to reduce down-time

Directly responsible for departments budgets, goals, staffing, efficiency, and scrap.

Engineering Manager September 2000 to July 2003

Main Responsibilities:

Direct customer contact at all levels for product Quality, Function, Process, and Design.

Directly responsible for departments budgets, department goals, staffing, efficiency, and scrap.

Effectively participated and facilitated “launch” meetings with APQP Principles.

Developed processes and tooling of robotic welding cell (Resistance/MIG), and automation.

Effectively developed and maintained process documentation while setting up new processes.

Directly responsible for daily manufacturing engineering support to the shop floor.

MSI/Peregrine October 1998 – September 2000

Peregrine Inc. was a privately held, global provider of automotive parts for major manufacturers. Peregrine purchased MSI Manufacturing Inc. in 1997; at that time, MIS annual sales were $119 million. Peregrine was formed from four spun-off GM unit; its products included trim, motion-control devices and seating mechanisms.

Manufacturing Engineer, Battle Creek MI Facility

Main Responsibilities:

Direct Customer contact at all levels for product Quality, Function, Process, and Design.

Directly responsible for daily manufacturing engineering support to the shop floor.

Effectively participated and facilitated “launch” meetings with APQP Principles.

Development of processes and tooling of robotic welding cell (Resistance/MIG), and automation.

Effectively developed and maintained process documentation while setting up new processes.

Ford Motor Company (FORD) June 1994 – October 1998

Ford Motor Company, a Fortune 500 company, is an American multinational automaker headquartered in Dearborn, Michigan, and is the second largest auto manufacturer in the United States. The company sells automobiles and commercial vehicles under the Ford brand and luxury cars under the Lincoln brand. As of 2009, global revenues were $118.3 billion, and employed about 213,000 employees at around 90 plants and facilities worldwide.

Plant Engineer to Shift Superintendent, Woodhaven MI Facility

Main Responsibilities:

Directly responsible for daily manufacturing engineering support to the shop floor.

Actively participated and facilitate product line meetings.

Effectively troubleshot machine & tooling issues for full automation line concepts.

Assisted in the development of all fixtures and gages.

Executed the entire Door and Floor Pan PN-96 launch of new products.

Set up product lines within the standards of QS9000 by developing and maintaining

process documentation.

Managed for procurement of capital equipment while working with outside vendors on issues.

Delphi Packard Electric (DLPH) June 1991 – June 1994

Delphi Automotive PLC (previously Delphi Packard Electric) is an American multinational automotive part manufacturing company headquartered in Troy, Michigan, United States. It is one of the world's largest automotive parts manufacturers and has approximately 146,600 employees in 150 wholly owned manufacturing sites, 44 joint ventures, 53 customer centers and sales offices, and 33 technical centers across 38 countries.

Maintenance & Boiler House Foreman, Warren OH Facility

Main Responsibilities:

Directly responsible for entire launch of new products and setting up within the standards of QS9000

Effectively worked with outside vendors on machining & tooling issues

Actively participated and facilitated product line meetings.

Assisted in the development of all fixtures and gages.

EDUCATION

Bachelor of Science, Electrical Engineering, Youngstown State University, Youngstown, Ohio 1994

ADDITIONAL SKILLS

University of Wisconsin School of Business- Executive Management Program - 2006

Center of Creative Leadership, Colorado Springs - Leadership Development Program - 2008

Center of Creative Leadership, Colorado Springs - Leadership at the Peak - 2010

Battle Creek Leadership Challenge -2011

Active member of local Volunteer Fire Department & Shriners

Sports, Sporting Events, Hunting, and Fishing.

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