Manager Sales
Resume:
Roger Dawes, P.Eng.
Summary
Contact **** ******* *****, *** *****, MI 48103
************@*****.***
Career Objective Executive Leadership Position
Key Expertise Automotive P&L Accountability Business Strategy Project Management Quality Systems Customer Management Operations Process Control Kaizen
Career Highlights
Leadership of an international team of 800+ employees supporting Business Development and Sales, Product and Process Development, Quality, Finance, and Manufacturing in North America
Profit &Loss responsibility for annual sales up to $250M USD
Managed JV company dissolution and formation of new Automotive Interiors company supplying all major OEMs
Leadership of new company development of strategy, business structure, policies and procedures to support business growth
Successfully implemented business strategies resulting in new business awards exceeding sales targets
25+ years of Product Launch and Project Management experience
8+ years of Operations Leadership experience managing production facilities in the US and Canada
Proven success in launching and ramping up new production facilities Professional Experience
Inoac Interior Systems, Farmington Hills, MI, USA
President Oct 2014 – Present
Management of all aspects of the Inoac Interior Systems business. Responsible for all Sales, Customer Commercial issues, Operational performance, and new business development and launch activity.
Responsible for 4 manufacturing facilities located in St Marys - Ontario, Bessemer – Alabama, Springfield – Kentucky, and Monterrey – Mexico.
Development of business plan to support construction of new facility in San Juan Del Rio, Mexico targeted for completion in August 2017.
Development of new company infrastructure, systems, policies, procedures to support and develop business growth
Major Achievements
Since the formation of the company in October, 2014, Inoac Interior Systems sales have grown from $150M to
$270M forecast for FY2019
Successful launch of the largest program in Inoac’s global history, the F250 Instrument Panel for Ford leading to the award of the 2019 Ford Explorer / Lincoln Aviator instrument panel Intertec Systems Inc. (a JCI/INOAC Joint Venture), Plymouth, MI, USA President Jan 2014 – Oct 2014
Management of all aspects of the Intertec Systems business. Responsible for all Sales, Customer Commercial issues, Operational performance, and new business development and launch activity. Major Achievements
Management of the dissolution process to end the Intertec joint venture between Inoac and Johnson Controls leading to the formation of Inoac Interior Systems Managing Director Jun 2013 – Jan 2014
Management of all aspects of the GM, Ford, and Chrysler business for Intertec Systems. Responsible for all Customer Commercial issues, Operational performance, and new business development. Major Achievements
Personally led successful launch of a full instrument panel program in a new Intertec facility. The program team overcame major Customer managed design issues to successfully support ramp up leading to the OEM receiving an industry award for the interior design and execution. Executive Director of Program Management Aug 2012 – June 2013
Management of the Intertec Systems Program Management group responsible for all programs from prototype through launch for all interior systems for the Intertec manufacturing facilities. Major Achievements
Successfully managed the development and launch of 14 programs for Toyota, Honda, GM, Ford, Chrysler, and Mitsubishi
Myers Industries, Brantford, ON, Canada
Manager, Canadian Operations Oct 2010 – Aug 2012
Management of the four Canadian facilities located in Brantford and Burlington producing containers and accessories for the horticultural industry with sales of $80 million with a staff of approximately 400, through twelve direct reports.
Member of the Board of Directors for MYE Canada, as Secretary
Full P+L responsibility for the Myers Industries operations in Canada.
Implementation of the Lean Manufacturing Principles in all manufacturing locations
Ownership of all Capital Equipment and Tooling Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements. Major Achievements
Improved plant OEE and implemented a revised production schedule from 24/7 to 24/5, while growing sales, resulting in a profitable operation for the first time in five years.
Introduced quality systems and material specifications allowing the plastics facility to begin providing material to other Myers operations
Intertec Systems Inc. (a JCI/INOAC Joint Venture), St Marys / Whitby, ON, Canada Plant Manager, St Marys / Whitby July 2009 – Oct 2010
Management of the Intertec Systems manufacturing operations located in St Marys and Whitby producing Instrument Panels and Interior Trim components for Toyota, Honda, GM, Ford, VW, and Chrysler with sales of
$120 million with a staff of approximately 400, through ten direct reports.
P+L responsibility for the Intertec Systems manufacturing operations.
Implementation of the Toyota Production System concepts in all manufacturing locations
Launch Management of all programs from prototype through launch for all interior systems for the Intertec manufacturing facilities. Managed the successful launch of 3 new programs for Toyota, Honda and GM.
Ownership of all Capital Equipment Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements.
Major Achievements
Exceeded Key Measurable goals for the fiscal year including Gold safety ratings for both facilities, Customer defects at 31 ppm, implemented over 17% direct and indirect labour efficiency improvements, realized over
$4,200,000 in cost reductions, and exceeded profit plan EBIT.
Managed supplier bankruptcy takeover of production of two Acura Instrument Panels with no OEM downtime. Plant Manager, St Marys Apr. 2007 – July 2009
Management of the ITS St Marys production facility producing Instrument Panels and Interior Trim components for Toyota, Honda, GM, Ford, VW, and Chrysler with sales of $95 million with a staff of approximately 300, through nine direct reports.
P+L responsibility for the St Marys facility.
Implementation of the Toyota Production System concepts across all production areas in the facility.
Ownership of all Capital Equipment Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements. Coordination of contracted resources focusing on delivering projects in accordance with the above
Concept approval, runoff at machine contractor, and installation of injection molding machines, vacuum forming machines, foam processing equipment and tooling.
Work with the Intertec Systems Group to develop Standard Operating Procedures and management processes to guide the development of technology and project execution for the corporation towards maintaining TS16949 and ISO14001 registration
Major Achievements
Exceeded Key Measurable goals for fiscal year including Silver safety rating, Customer defects at 35 ppm, implemented over 20% direct and indirect labour efficiency improvements, realized over $1,600,000 in cost reductions, reduced scrap from over 3% to less than 1%, and exceeded profit plan EBIT.
Launch Management of all programs from prototype through launch for all interior systems for the ITS St Marys facility. Managed the successful launch of 3 new programs for Toyota and VW. Plant Manager, Whitby, ON Jul 2004 – Apr 2007
Management of the ITS Whitby production facility producing Instrument Panels for the GM 2006 Impala with planned sales of $60 million and a startup capital budget of $13 million, with a staff of approximately 150, through ten direct reports.
Implementation of the Toyota Production System concepts across all production areas in the facility.
Ownership of all Capital Equipment Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements. Coordination of contracted resources focusing on delivering projects in accordance with the above
Preparation of an existing building for manufacturing including installation of processing equipment, air systems, material handling systems, office areas, and chemical storage facilities
Concept approval, runoff at machine contractor, and installation of injection molding machines, vacuum forming machines, foam processing equipment and tooling.
Work with the Intertec Systems Group to develop Standard Operating Procedures and management processes to guide the development of technology and project execution for the corporation towards TS16949 and ISO14001 registration
Launch Management of all programs from prototype through launch for all interior systems for the ITS Whitby facility
Development of integrated work plan including program timelines, and deliverables Major Achievements
Startup and Production Approval of the GMX211 2006 Impala Instrument Panel
Exceeded Key Measurable goals for fiscal year including Gold safety rating, Customer defects at 2 ppm, implemented over 40% direct and indirect labour efficiency improvements, realized over $1,000,000 in cost reductions, reduced scrap from over 10% to less then 1.5%, and exceeded profit plan EBIT by over 250%. Johnson Controls Inc., Livermore, CA, USA
Launch Manager / Quality Manager Oct 2001 – Jul 2004
Management of all programs from prototype through launch for all seating and interior systems for the Livermore facility utilizing the Toyota Production System concepts.
Development of integrated work plan including program timelines, and deliverables
Leading a cross functional team responsible for developing and launching the Toyota Corolla / Pontiac Vibe complete seating and headliner programs
Working closely with Toyota Japan Engineering on the Toyota Corolla seating and headliner product design to ensure manufacturability
Acting as the key contact for the Toyota Manufacturing facility for Production Planning, Quality Engineering, and Manufacturing issues
Working with the Livermore Operations team to continuously improve the current production operation Major Achievements
Successfully launched 7 seating programs to support Toyota achieving the JCI target of 0 defects, 100% efficiency, 100% on time delivery, for the 1st 30 days of production. Quality Manager Oct 1998 – Oct 2001
Management of the Quality Department supporting complete seating systems, headliner, and foam production for two vehicle platforms with a staff of approximately 18, through seven direct reports.
Creation of the Quality Department staffing plan, including the performance management and development process.
Communication of customer and facility issues to customer executives and management
Management of foam testing laboratory supporting foam production for two complete seating vehicle platforms
Implementation of a new Worldwide Quality System including process development, standardization, and registration
Liaise with Operations, Materials, Purchasing, Accounting, and Sales to identify and execute projects focused on continuous improvement in Safety, Quality and Productivity
Implementation of new programs including management of program timelines, supplier quality, seat assembly process, seat evaluations, and customer approval
Maintain QS9000 / TS16949 registration
Major Achievements
Instrumental in reducing customer defects from 429 ppm to 1 ppm to exceed customer goals
Received Quality Excellence Awards from Toyota (NUMMI and TMMNA) for 1999 through 2004 Johnson Controls Inc., Milton, ON, Canada
Quality and Engineering Manager Jan 1997 - Oct 1998
Management of the Quality and Engineering / Maintenance Departments supporting complete seating systems for three vehicle platforms and two customers with a staff of approximately 40, through eight direct reports.
Creation of the Quality and Engineering Departments staffing plan, including the performance management and development process.
Coordinated the successful launch of three complete seating programs
Ownership of all JCI Milton Capital Equipment Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements. Coordination of contracted resources focusing on delivering projects in accordance with the above
Liaise with Operations, Materials, Purchasing, Accounting, and Sales to identify and execute projects focused on continuous improvement in Safety, Quality and Productivity
Managed program timelines and open issues to ensure programs launched on time with no quality or delivery issues
Major Achievements
Design and implementation of production process and equipment design and installation for new programs. Installed production systems for two seating systems and developed new assembly process for lower volume projects which was adopted as JCI benchmark
Implemented a facility QS9000 system and received registration
Received Q1 award from Ford
Instrumental in reducing customer defects to meet corporate goals Johnson Controls Inc., Orangeville, ON, Canada
Plant Program Manager Oct. 1995 - Jan. 1997
Management of a complete seating system prototype program
Development of integrated work plan including program timelines, and deliverables
Worked closely with Toyota engineering on the 700T product design to ensure manufacturability
Compiling all costing information and completing prototype quotations
Working with the Toyota Operations team to continuously improve the current production operation Major Achievements
Lead a cross functional team responsible for developing and launching the Toyota 700T complete seating program
Burlington Technologies Inc., Dexcam Division, Cambridge, ON, Canada Plant Manager Oct. 1994 - Oct. 1995
Management of the Dexcam production facility supporting machining and assembly operations eight customer locations with an operations budget of $2.5 million and an startup capital budget of $15 million, with a staff of approximately 60, through six direct reports.
Ownership of all Capital Equipment Projects, ensuring projects are delivered within budget and on schedule while satisfying all customer requirements. Coordination of contracted resources focusing on delivering projects in accordance with the above
Preparation of an existing building for manufacturing including installation of air systems, material handling docks and doors, office areas, and chemical storage facilities
Design, concept approval, runoff at machine contractor, and installation of 10 machining and assembly cells.
Work with the Burlington Technologies Corporate Group to develop Standard Operating Procedures and management processes to guide the development of technology and project execution for the corporation towards QS9000 registration
Major Achievements
Startup and Production Approval of 14 products for Ford Motor Co. Engine plants Johnson Controls Ltd., Orangeville, ON, Canada
Toyota / Foam Operations Manager May 1994 - Oct. 1994
Management of the Toyota seating and foam production operations supporting complete seating systems for two customers with an operations budget of $12.5 million and an annual capital budget of $5 million, with a staff of approximately 120, through seven direct reports.
Creation of the Department staffing plan, including the performance management and development process.
Communication of customer and facility issues to customer executives and management
Management of foam testing laboratory supporting foam production for two complete seating vehicle platforms
Implementation of a Quality System including process development, standardization, and registration
Liaise with Operations, Materials, Purchasing, Accounting, and Sales to identify and execute projects focused on continuous improvement in Safety, Quality and Productivity Engineering Supervisor / Program Manager Feb. 1994 - May 1994 Process Engineer / Shift Coordinator
Management of the Plant Engineering and Foam Production operations supporting complete seating systems for two customers with an operations budget of $7 million and an annual capital budget of $3 million, with a staff of approximately 50, through five direct reports.
Design and implementation of production process and equipment design and installation for new programs. Installed production systems for seating systems and developed new assembly process. Managed program timelines and open issues to ensure programs launched on time with no quality or delivery issues
Liaise with Operations, Materials, Purchasing, Accounting, and Sales to identify and execute projects focused on continuous improvement in Safety, Quality and Productivity
Management of foam testing laboratory supporting foam production for two complete seating vehicle platforms Process Engineer / Shift Coordinator Nov. 1992 - Feb. 1994
Management of the Foam Production operation supporting complete seating systems for two customers with an operations budget of $5 million and an annual capital budget of $2 million, with a staff of approximately 50, through eight direct reports.
Supervision of 3 process technicians, 3 group coordinators, and 45 production technicians, including the performance management and development process.
o Troubleshooting and implementing systems to monitor the foam production process
Control of production including inventory levels, efficiency, machine utilization, and scrap rate
Design and implementation of various mechanical systems to improve the overall performance of the foam department
Product Engineer Nov. 1991 - Nov. 1992
Developing and implementing product changes on the Chrysler LH seats to improve manufacturability and allow for a smooth product launch
Working closely with the corporate engineering department on all design issues
Coordination of the ISIR process for Chrysler approval of the complete seat assemblies
Working with production technicians to develop product improvements Pratt and Whitney Canada, Mississauga, ON, Canada
Structures and Dynamics Engineer Jan. 1990 - Nov. 1991
Design and structural analysis of various gas turbine components
Utilizing various computer systems to perform finite element stress, dynamic, and thermal analysis to optimize components
Coordination of component testing to determine service bulletin life
Preparation of technical reports
Loctite Canada Inc., Mississauga, ON, Canada
Applications Engineer Oct. 1987 - Dec. 1989
Design and installation of custom adhesive dispensing systems
Conducting laboratory evaluation of customer components assembled with various adhesives
Preparation of technical reports for customers
Presenting seminars on adhesives
Assisted with hiring and training of new Sales employees Professional Training
Courses in chemical processing equipment, environmental management, TS16949 systems, TS16949 systems auditing, SPC, WHMIS, union free workplace, values based leadership, Toyota TPS philosophy, Kaizen, JIT, IDEAS solid modeling, CATIA 3D modeling and gas turbine engine theory, Excel, Word, Project, PowerPoint Education
1981-1985 B.Sc. Mechanical Engineering
University of Manitoba
1985 - 1987 Completed courses in finite element analysis, mathematics, microprocessors, anatomy, biomechanics, and physiology towards an MSc.
Licensed as Professional Engineer under PEO
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