Product Development Injection Molding

Aaron C. Cross, Jr.

Address **** ********* **. *** ***, Indianapolis, IN 46217

Email (*********@*******.***) Cell 317-***-****) Home (same)

VP Global Manufacturing Operations

Strategic Planning & Execution Operational Excellence R&D/New Product Development

International Operations executive with extensive experience in business strategy, operational excellence and product development. Significant accomplishments in high-tech and manufacturing industries include experience in Personal Computer (Contract manufacturing), Semiconductor, Emergency/Safety Equipment, Plumbing, Plastics, Imaging/Photography, Consumer Electronics, and Telephony.

Core Competencies

Strategic Planning

Multi-Site/Plant Mgt.

Six Sigma

Product Development

Outsourcing/Offshoring

Lean Manufacturing

Quality Mgt. Systems

Supply Chain Mgt.

Union/Non-Union Labor Relations

Mergers/Acquisitions

Customer & Vendor Relations

Diversity & Inclusion

Change Management

Professional Highlights

Foxconn Technology Group – Plainfield, IN June, 2015 – September, 2016

Vice President, Global Manufacturing (Fulfillment) Operations

Responsible for North American Operations (Juarez, MX; Indianapolis, IN) including new business development, strategic partner management and site manufacturing operations. Major strategic account was Hewlett Packard (HP) in support of their global personal computer business.

Key Achievements:

Led transition of Foxconn’s North American business model/sites from a traditional regional model to a global model to improve customer engagement and support. This realignment followed a reorganization by HP with more demanding requirements for quality, cost and delivery including new product introduction. Changes included new regional (organizational) structure with better alignment of support resources (e.g. project management, engineering & quality, supply chain planning & execution, etc.) and prioritization of operational performance improvement (e.g. capacity planning, repair process improvement, work order closure and shipment). Additional changes at sites included new leadership, resolution of site governance issues (e.g. culture/standards of business conduct) and implementation of improved HR practices (e.g. compensation, employee performance).

Haws Corporation – Sparks, NV 2008-2015

Vice President, Global Operations

Executive role included, 1) collaboration with Executive team and Board-of-Directors to develop a new corporate growth strategy and, 2) leading Research & Development, Product Engineering, Manufacturing, Supply Chain, and Quality functional excellence. Responsibility also included partnership with Marketing for new product development.

Key Achievements:

Led strategic business development for semiconductor industry segment. This included, 1) establishment of a Haws center-of-excellence that significantly improved alignment and coordination of internal resources (i.e. Sales, Engineering, Manufacturing, Purchasing) to improve global support of custom emergency equipment customers, and, 2) collaboration with an external consultant to negotiate and qualify Haws as a member of the Facilities 450 mm consortium (F450C); a pioneering wafer and equipment development program based at the University of Albany, NY. Launched R&D program to commercialize a new line of effluent monitoring products.

Implemented cross-functional Operational Excellence initiatives to improve business performance :

Led implementation of structured product development process consisting of stages/phases/gates to ensure consistency and predictability of commercialization projects. Balanced approach included focus on technology, people and process resulting in the largest and most successful new product launch in company history.

Led re-engineering of the Haws Integrated, custom (build-to-order) business for tempered water solutions. This project leveraged product standardization and CAD best practices to significantly reduce time to market, improve gross margin and improve product quality/reliability.

Led (make-vs-buy) implementation of a new line of thermostatic mixing valves. Launched new line of Haws valves (8) through recruitment of valve engineer, construction of state of the art valve development & production lab (~$700K), and new product development and introduction.

Established accountability for continuous improvement throughout organization including Safety, Quality, and Delivery. Cultural change impacted several departments and numerous projects involving people, process and technology. Notable examples included new Microsoft Dynamics AX/ERP system, new Salesforce.com/CRM system, ongoing ISO 9000 certification, etc.

Sponsored Focus Factory shop floor implementation to address business growth including, 1) New Valve Business (development & production), 2) Expanded and optimized factory layout (Emergency Equipment, Drinking Fountain), and, 3)Haws Integrated (HI) business expansion.

Recommended implementation of performance based review and compensation system for all employees. This new process involved use of performance ratings to achieve management accountability and ensure pay-for-performance for all employees. System has been incorporated across all sites globally.

Private Consulting – Indianapolis, IN 2004-2008

Independent Contractor

Key Achievements:

Led consulting business with Midwest based clients. Focus included operations strategy, supply chain and continuous improvement.

Eastman Kodak Company (NY) – Rochester, NY 1996-2004

Vice President, Global Equipment Manufacturing 2000-2004

As Corporate Vice President directed Worldwide Equipment Manufacturing Operations including US, Latin American, European and Asian regions in support of Kodak business units. Responsibilities included +$1B COGS, 11 plants, and 5-6K employees. Business unit (Equipment products) included, 1) Health Imaging (printers, processors), 2) Consumer Imaging (retail photofinishing, kiosks, single-use, digital, and traditional cameras) and, 3) Document Imaging (scanners). All Health Imaging products were designed and manufactured to be FDA compliant.

Key Achievements:

Implemented lean and/or six sigma manufacturing strategy throughout all sites making significant product flow, cost and quality improvements.

Directed the planning and launch of 4 Chinese manufacturing plants in 15 months (digital, single-use, traditional cameras, and commercial products).

Saved $40 million per year in operating costs (i.e. taxes, depreciation, utilities, etc.) by selling a 5 million square foot campus/site that housed the Equipment Division headquarters.

Improved safety performance by more than 80% (vs 2000) at all US equipment manufacturing facilities.

Consolidated model shops across all HQ organizations to provide more efficient corporate services, reducing staff and capital expenditures.

Orchestrated the complete renovation of 2.6 million square feet of manufacturing space to prepare for the relocation of 120 organizations and 5,000 staff.

Saved $251 million (NPV) over 5 years by restructuring the (single-use) camera manufacturing operation. Key challenge was plant start-up (China), plant closings (Hungary and NY), production transition, & optimization of inventory.

General Manager, Equipment Manufacturing, US & Canada Region 1999-2000

Led Equipment Business Elmgrove site operations including the Electronic Products and Mechanical Products manufacturing divisions; total product bill of $210M.

Key Achievements:

Completed transition from vertically-integrated business model to horizontal model through strategic outsourcing.

Reduced annual costs ($5.4 M) for electronic products manufacturing (SMT) through outsourcing of production to Solectron; design and prototype operations transferred to R&D.

Manager, Mechanical Products Organization 1996-1999

Led operations of manufacturing division leveraging plastic injection molding & tooling, metal fabrication (i.e. machining, forming, & stamping), and finishing (i.e. plating & painting). Combined 1,200 person workforce supported final assembly operations in each business unit. Responsibility included a $140 million expense budget and $10 million capital budget.

Key Achievements:

Eliminated high levels of vertical integration and asset underutilization through international outsourcing focusing on core competencies and leveraging efficiencies to lower product costs and increase profitability. Outsourcing project saved over $4 Million per year involving 1,200 parts. This enabled a staffing reduction of 800 people.

Thomson Consumer Electronics – Indianapolis, IN 1979-1996

Manager, Operations Support, TV Operations Jan – Dec 1996

Managed the headquarters and satellite (Juarez, Mexico) manufacturing technical support teams including: Strategy and Capital Planning ($60M/yr); Manufacturability & Standardization; Factory electronic test systems. Directed 100 salaried employees through 10 managers.

Key Achievements:

Established a technical support operation in Mexico successfully relocating administrative and engineering support staff from Indianapolis to El Paso.

Finalized plan to close US manufacturing sites and initiated new integrated final assembly factory in Juarez, Mexico.

Plant Manager 1993-1996

Led plastic injection molding, plastic finishing, and printed circuit board manufacturing operations at Thomson/RCA in Indianapolis, IN. Plant consisted of 1,200 people in IBEW unionized facility.

Key Achievements:

Served on executive team that actualized $250 million in net present value savings related to local and national union contract negotiations for job security agreements, wage freezes, supplemental workforces, and product line expansions.

Achieved ISO 9002 certification in record time.

Manager, TV Mechanical Design Engineering, TV Design 1987-1993

Led mechanical engineering design at Americas TV Division involving all RCA and GE-branded products. This included direct view, projection TV and digital satellite system products. Directed staff of 50 engineers and 30-person drafting/design department.

Key Achievements:

Developed and launched four GE and RCA product lines into the consumer electronics marketplace, including the Proscan™ and Cinema-screen™ high-end television lines.

Manager, Advanced Mechanical Engineering, R & D 1983-1987

Led development team in application of computer-aided engineering (CAE) technology including finite element based structural analysis, kinematic analysis, plastic mold flow simulation, computer-aided design & manufacturing (CAD/CAM), and computer numerical control (CNC) programming.

Educational Background

MS, Mechanical Engineering, Horace H. Rackham Graduate School, University of Michigan

Bachelor of Science, Mechanical Engineering, University of Michigan

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