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Manager Management

Toronto, Ontario, Canada
February 13, 2018

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Stuart D. Faria

** ********* ***

Brampton, Ontario

L6Z 1T6

H: 905-***-**** / M: 416-***-**** / E-mail:

A manufacturing Industry professional with leadership experiences in plant management, engineering, quality and maintenance. Facilitator of business development and improvement through world class standards including, Lean, TPS, Six Sigma, TQM, ISO and EMS systems. A strong problem solver, driving quality to the source of the value added operation and developing a Lean and innovative culture. Values the development of strong relationships with employees, suppliers and customers to strategically foster success throughout the supply chain.


Plant Manager

Reporting to the President

ABM Co. Ltd.

Tier I / Tier II Automotive – Stampings and welded assemblies (130 employees)

(Oct. 2013 – Present)


>$4M Operating cost savings through innovation and strategic capital, Lean, packaging and management projects.

18% Increase in capacity through equipment and process flow optimization.

12% OEE overall plant improvement.

23% reduction in Cost of poor Quality / 18% Improved absenteeism / 0 Delivery violations


Responsible for plant balanced scorecard, department Managers and Supervisors. Plant Safety, Productivity Cost, Delivery, Quality and Morale. Annual Operating plan and budget, Responsible for capital, production automation, facilities and resources. Performance and development of resources, team building and strategic planning. Hands on approach to lean productivity initiatives and tracking.


Authored and Presenter of Innovative thinking and Manufacturing Management theories. Experience with Stampings, resistance, laser and arc welding processes and automation, automotive coatings and plating processes, cold forming, hot forming and hydro forming processes.

Technical Manager (Engineering / Maintenance / Quality) Acting General Manager

Reporting to the VP of Manufacturing

ArcelorMittal Tailored Blanks Americas

Tier I / Tier II Automotive -Laser Welding (100 employees)

(Aug. 2010 – Oct. 2013)


>$1.5M Operating cost savings, Lean, packaging and management projects.

20% Increase in capacity through equipment and process flow optimization.

99% Positive returns on Tolling, Prototype and Service order programs.


Interim responsibility for plant P&L statement, all department Managers and Supervisors. Plant Safety, Productivity Cost, Sales, Delivery, Quality and Morale. Annual Operating plan and budget, Appointed Plant approval and signing authority officer. Responsible for all capital, production automation, facilities and resources. Performance and development of resources.

Engineering and Maintenance departments including Supervisors, Engineers and maintenance Skilled Trades, Capital budget, project management, product and process optimization, preventive and predictive maintenance scheduling and capital expense events, new business quotes and launches, problem resolution, continuous improvement, innovation and technology advancement. Health and Safety Committee Chair.


Business financial analysis, Business model’s and Comparative benchmarking, Quality is free theory, Safety Trainer ie. Lock-out Tag-Out, Machine Guarding, Raised platform and fall prevention.

Adjunct Professor – Post Graduate Technical Teaching – (Part Time) (Appointed Chair of Quality, Manufacturing and Management Program Advisory Committee)

Reporting to the Associate Dean / Program Coordinator

Sheridan College School of Applied Computing and Engineering Sciences

(2007 – Present)


This opportunity has provided my professional full time career in manufacturing the ability to utilize institutional resources including laboratory, design and development software, as well as student resources and recruitment of strong talent. Access to R&D and academic resources have also been an advantage utilized in project based applications.


Applied Engineering, Quality and Manufacturing Courses, Innovation, Culture and Strategy, Leadership and Management

Sr. Operations Manager

Reporting to the President

Q2 Management Inc.

Automotive Technical Support (>100 Employees)

(Jun. 2009 – Jul. 2010)


30% Business growth – New facility opened in South Carolina.

15% Improved mean time to respond – Relocation of facility and Employee Training.


Responsible for Operations of North American business units and Regional Managers. Strategic planning related to standardization and improvement of business practices, suppliers and systems, including systems for P&L reporting. Best practice and compliance to OSHA, WSIB, ESA, Annual Operating Plans and budget, facility maintenance and reporting, operations database information management and continuous improvement, cost savings initiatives, resource selection and training. Supplier selection, development and complaint resolution.


Management principles(14), Perceptual Blindness theory of inspection and FTT, Adult Training theories, Balanced Scorecards, Opportunity Costs.

Corporate Quality / Engineering Manager

Reporting to the General Manager

SKD Automotive Group

Tier I Automotive Parts Manufacturer, (Stamping, welded assemblies) (>1300 Employees)

(Jan.1991 – Jun. 2009 Closure) Retained to disposition assets and support relocation of OEM processes


18% Scrap reduction –Implementation of escalation process.

<10 PPM 1995–2008 – Corrective and Preventive action and reject reduction strategies.

60% Reduction of inventory – Implement JIT, FIFO, Logistic organization, and drive min. inventory levels to the suppliers


Responsible for operations and strategic planning of Quality Assurance and Process Engineering – Manage Quality and Engineering teams, including; Environmental Coordinator, Lab Supervisor, Manufacturing, Process, Supplier and Quality Engineers, Technicians and University Interns. Management of Product and Productivity improvements, Warranty Reduction programs and negotiations, Reliability & Maintainability of equipment, QDC & SMED projects, Capital investments and management, including cycle and fatigue testing facility, suspension testing equipment, Maintainability and reliability of equipment including scheduling, calibration and predictive maintenance. Internal and external Prototyping and design projects, Metrology – CMM, destructive and non-destructive testing including ultrasonic weld inspection. Cost Savings program champion, Supplier development including construction of supplier Web site.


8D, Shainin Red X, Six Sigma, Cost of quality and quality indicators, ISO9001 / TS16949 / ISO14000, Registered Lead Auditor, OEM Customer specific requirements, APQP, PPAP,GD&T, DVP&R, Statistical techniques, Fixture and Tool Design., Kaisen, 5-S, DOE, Lean, QFD, Welding certificates in resistance and arc welding, Supervisory and Management training, Tooling and Equipment buy-off.


PMA North American Awards: Air Decay sensing technology, Signature technology, EMS Model, Quality Assurance Award, Heat Stake Noise Deadening technology, Vision Technology Utilization.

Industry presentations: GM Symposium Vision technology for fail proof applications. ASQ 8th Annual conference presenter (Reno NV). Chrysler 1st annual seminar Innovative Fail Proofing Techniques (Auburn Hills MI)

Systems: TS 16949 first time registration 0 minors 0 majors / 5th company in Canada to be registered. WCM World Class Manufacturing, Development of APQP/ Supplier Management software (SWAP – Supplier Web Access Page).


Queens University (2002) University of Toronto (1998)

Executive Operations Management Engineering / Financial / Leadership

Sheridan School of Applied Engineering Sciences (1991)

Honors in Mechanical Engineering


SME, SAE, ASQC, OACETT, PMA, Sheridan College - Quality Assurance / Manufacturing Engineering, North American Patent owner Electro / Mechanical Solar device.

Special Transferable Skill experiences and Interests

-R&D Support Contract for new technology in vehicle dynamics and crash energy absorption

-North American Patent on solar/electro-mechanical device

-Career related projects in USA, Mexico, Japan, Italy, Germany, Austria

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