TERRY TAUGHER

**** *********** **. – Freeland, MI. 48623

989-***-**** (Cell)

ac1nuq@r.postjobfree.com

PROFILE:

Operations professional with over 20 years of experience in all core aspects of materials management, quality assurance and systems, operations processes, logistics and supply chain. Well-established ability to drive cost savings through the relentless pursuit of continuous improvement by coaching cross-functional global teams in the FMEAs and LEAN & Six Sigma principles. Respected leader overseeing teams of up to 100 members.

Strategic Planning * Manufacturing Process Analysis * LEAN Manufacturing Principles

Materials Analysis * Materials Flow * P & L Management * Operations Design * Business Process Improvements * Quality Systems * Logistics *Customer Service * Client and Supplier Relations * Leadership Development * Staff Training * Project Management* Leadership

PROFESSIONAL EXPERIENCE:

U.S. Sales Manager 2015 – Present

HUA WEI SURFACE DÉCOR TECHNOLOGY GROUP (Shanghai, China)

Hua Wei Décor Technology is an automotive interior trim & design company with revenue of $220m annually and is a Tier-1 Supplier. Their customer base consists of GM, Ford, Chrysler, and Volkswagen.

Responsible for developing sales funnel and generating new opportunities for the Hua Wei brand while managing existing business relationships with multinational manufacturing customers resulting in 55% increase in North American revenue for 2016.

Direct oversight of 3rd party warehousing group to ensure appropriate inventory levels are maintained. Additional tasks include working with logistics teams to provide accurate documentation with customs officials, warehousing teams, and customers. Implemented a “Dock To Stock” system which focuses on J.I.T and F.I.F.O. inventory management.

Develop business relationships with buyers, quality managers, and design studio group to enhance relationships and expand the Hua Wei brand including PowerPoint and group presentations, client luncheon events, and strategic planning sessions.

Ongoing and daily interaction with Hua Wei management team in mainland China to report on implementation of new program launches. Worked closely with quality and design teams in China to resolve APQP issues (Advanced Product Quality Process) during prototype and launch phase.

Associate Operations Manager 2014 - 2015

St. Mary’s of Michigan-Saginaw

Responsibilities: Coordinate operations of inventory and disbursement of supplies to all levels of the hospital. Serve as a key member of the leadership team with a primary focus on planning and implementation of policies and systems. Facilitated project management while leading a multi-disciplinary team including analysis, problem solving, and team collaboration. My duties also included regulating staffing in accordance with fluctuating workload, staff recruitment, policy implementation, and serve as a primary resource for issues and communications. Perform duties independently and initiated judgment in handling a variety of management issues. I reported directly to the Operations Manager and Director of Operations as well as operational and clinical supervisors and/or other department/division personnel.

Materials Supervisor 2013 - 2014

TRW Automotive-Braking and Suspension (Saginaw, MI.)

Responsibilities: Manage supply chain required to meet demand in a high velocity, just-in-time, make-to-order, Lean manufacturing environment. Ensures lowest total cost of ownership through effective management of inbound mode selection, in-plant handling, and asset/inventory utilization. All duties performed with a “Continuous Improvement” Mentality.

Optimize floor layout and storage of raw materials at point-of-use to minimize waste/handling

costs and maximize flow of raw materials throughout plant.

Identified waste in the production phase of the operation by keeping raw materials closer to the assembly lines of operation.

Identify and implement cost reduction ideas through continuous improvement/Lean principles in the areas of inbound freight, raw materials, raw material packaging, reduction of obsolete materials, and material handling. Work with suppliers and production associates to identify drivers of waste and damage to raw materials and implement associated improvements.

Eliminated 90% of expedites at this facility by utilizing KANBAN principles which crossed over to made-to-order.

Developed a plan and implemented it to eliminate obsolete inventory, tooling and plastic returnable dunnage worth $1.5 million for the bottom line.

Manage the Receiving Department and raw material storage throughout plant. Implement Standard Work and 5S in all areas of responsibility.

Staggered breaks and lunch times for the union employees saving the company downtime during high demand situations

Suggested and adopted a mandatory Steel Toe Boot policy. Made the case and the policy was adopted worldwide.

Alert network to quality defects of raw materials. Initiate and obtain credits from suppliers for returned materials and any of the client value add.

Account Specialist

Michigan Manufacturing Technology Center-NE Region/Saginaw Valley State University 2011 - 2013

Responsibilities: Brought on board to assist small to medium size manufacturers in areas of process/continuous improvement, growth strategies, quality systems, material flow etc. Primary focus was the 14 counties in the Great Lakes Bay Region.

Enhance the relationship of MMTC/SVSU with partners and manufacturers through-face-to-face meetings, phone calls and other marketing strategies

Assisted small to medium size manufacturers (25-499 employees) in areas of process improvement including analysis, cross training, 5S, operation design, and growth strategies.

Analyzed, reorganized and assisted in implementing changes to plant layout to optimize for efficiency and growth.

Secured a large contract with Michigan Sugar Company and continue to serve as an advisor through their LEAN implementation. Saved Michigan Sugar Company $1,000,000.00 by using Six Sigma principles. Analyzed the bagging process, proposed the addition of a vacuum system to process. The saved material was used to create additional products that have been brought to market and now account for 35% of their business.

Adept at creating buy in, working with leadership, CEOs and CFOs, and production personnel.

Assisted companies in setting the ground work for a Continuous Improvement program.

The position ended due to the lack of funding.

Owner 2008 – 2011

The Locker Room Sports Pub, Saginaw, Mi.

Responsibilities: Maintaining inventory and ordering supplies; organizing events and entertainment, managing a staff of 13; set-up for daily activity, including cash register money, stocking supplies, nightly audit and deposit; weekly payroll.

Cross-Train employees to function effectively as a team.

Make sure customers are treated fair and served in a timely manner.

Set work order instructions in place and train employees per instructions of the manual.

Owner/President 1983 - 2007

The PAC Group Inc., Saginaw, MI. (Packaging, Assembly and Warehousing Co.)

Responsibilities: Built a successful manufacturing company, starting out with 7 people and directing 150 + employees at our peak. I managed all phases of running the business including sales, accounts payable/receivable, shipping/receiving, inventory control, marketing, managing a multi-million dollar P& L, quality assurance, operations of multi-site locations throughout the US. Managed business relationships with Delphi Steering Systems, TRW, GM, Chrysler, Ford, Toyota and Saturn, also the United States Department of Defense (Army and Air Force). Additionally worked with suppliers and customers worldwide to make the company a global force to keep cost low and profit high.

Successfully developed numerous cost-savings ideas and methods using Lean Manufacturing and Six Sigma tools. Improved equipment optimization.

Instilled a “Continuous Improvement” Culture by establishing an analyze, check, change policy and leading by example from the top down.

Developed, Implemented and Sustained a Continuous Improvement/Lean program in everyday operations. Consistency and creating “Buy In” were critical to success.

Trained employees on Lean methods.

Introduced FMEA principles into the company- saved an estimated 50% to 70% rework/scrap dollars.

Developed Supply Quality auditing methodologies which moved 1st tier suppliers to “dock to stock” status and saved an estimated $200,000 annually in receiving inspection and testing resources.

Implemented FIFO (first in first out) process to eliminate expired or obsolete inventories.

Performed Root Cause Analysis regularly.

Achieved a 70% in customer PPM, 46% reduction in rework, implementing Lean techniques and ideas.

Coached JIT principles resulting in 100% on-time deliveries for 14 consecutive months.

Implemented JIT principles resulting in $500,000.00 in savings due to fewer inventories and utilizing that space for manufacturing of the products.

Slashed lead times 38% for components; semi finished and finished products

Quality tested for U.S. Military products in Certified Clean Room

EDUCATION:

Central Michigan University - MBA – Business Administration

Dakota Wesleyan University – BA Secondary Education, Psychology and Sociology

Teaching Certificate K-12 All Subjects/ Special Ed.

Contact this candidate