Jay T. Sanders

*** ****** ***** **** ***** 248-***-****

Chattanooga, TN 37415

ac25c2@r.postjobfree.com

EDUCATION: M.S., Industrial Management. Clemson University. December 1995.

B.S., Industrial Management. University of Tennessee at Chattanooga. May 1992.

WORK EXPERIENCE: Hyundai, Montgomery, AL

Current – April 2012

Manager, (Current – April 2012)

Managing a team of six salaried employees and 124 team members that are engaged in the machining and assembly of theta and nu engines, ensuring that the safety, quality, delivery and cost metrics are met for the department and that the team is adhering to TS 16949 standards. As production manager, I am the element champion of the quality management system for continuous improvement and defect prevention. The engine division has won the Harbour Award for seven consecutive years as the most efficient North American engine operation. This has been achieved by improving product quality during the assembly process, reviewing the standard work of the assembly line, and improved process design. A daily review of internal FTT and feedback from general assembly and weekly warranty data review are a cornerstone in our drive for process and product improvement. As production manager, I schedule the machining lines to meet the model mix requirements of the assembly lines.

Volkswagen, Chattanooga, Tennessee

March 2012 – January 2011.

Group Leader, (March 2012 – January 2011)

Responsible for managing a team of 40 hourly employees during launch of the Passat sedan. Overseeing the development of standard work and training of new team members for the assembly process that focused on providing a safe environment for the team member while also ensuring that vehicle quality standards were being achieved within the assigned takt time.

Ford Motor Company, Livonia, Michigan.

November 2010 – January 1996.

Team Manager (November 2010 – August 2000) Responsible for managing a team of 30 managers and 400 hourly employees at peak production, that engaged in the production, maintenance and logistical activities that support the machining of precision components and their assembly into automatic transmissions. Up to 5,000 four speed (4R75W) transmissions were produced daily. By applying 6-sigma and lean manufacturing philosophies, costs per unit were reduced by $7.70. Production schedules were maintained while numerous launch activities that supported product improvements and production capacity expansions were implemented. These launches afforded the opportunity to use constraint management, lean manufacturing and 6-sigma skills that significantly improved the safety, quality, delivery and cost measures for the team.

Maintained a fifteen-year record of zero lost time injuries in a heavy manufacturing and assembly operations environment. Experienced zero stop shipments at vehicle operations for nonconforming products.

Manufacturing Planning Specialist (August 2000 – August 1999) Served as assistant to the operations manager, with oversight of daily activities for the team. Developed and implemented plans that supported improving safety, quality, productivity and cost measures.

Maintenance Supervisor (August 1999 – February 1997) Supervised 30 journeymen involved in the repair and maintenance of machining and assembly equipment. Identified repetitive failures and drove proactive repairs.

Production Supervisor (February 1997 – January 1996) Supervise a staff of 30 hourly employees involved in close tolerance machining of transmission components. Overseeing all business and contractual issues within the department that were relative to production issues involving safety, quality, delivery and cost.

Shaw Industries, Inc., Dalton, Georgia.

August 1994 – July 1991.

Industrial Engineer-Performed runability, job and production analysis for a yarn manufacturing plant. Conducted time and motion studies and maintained SPC data.

Training Manager-Developed and implemented employee-training program that reduced annual turnover by 50%. Conducted quality awareness classes.

Production Supervisor-Supervised a staff of 50 hourly employees involved in the manufacture of yarn. Overseeing all business and contractual issues within the department that were relative to production issues involving safety, quality, delivery and cost.

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