Manager Plant

David Underwood

**** ******* ***** ********, ******* 30548

517-***-**** *.*.*********@*******.***

Decisive Senior Operations Leader

Diverse Scope of Successful Management across a Wide Range of Business Functions Extending from Operations to HR and Finance across Multiple Industries including

Manufacturing, Warehousing, and Distribution/Logistics

Multisite P&L-Driven Change Agent responsible for $10-400 million in revenue with stellar record of accomplishments in Process Improvement and Startups, recording

significant reductions in operational costs, gains in revenue and net profit

Professional Specialties

Throughput Maximization, Quality Defect Minimization and Waste Minimization Supply Chain Performance Metrics Management Warehouse Layout & Design Distribution Process Reorganization Continuous Quality Improvement Six Sigma Green Belt

Profile

Efficiently and Quickly turned around multi-plant operations in quality, safety, and leadership effectiveness within a matter of months

Expanded manufacturing and assembly capabilities through Lean implementation, scheduling and managing all phases of plant operations

Formulated strategic business plans focused on marketing additional products in a highly competitive marketplace

Provided a full range of management expertise for complete vehicle interior restoration on a level viewed as unparalleled in the automotive industry

Responsible for 60,000 square foot high bay manual and 70,000 square foot automated high bay warehouse with over 20,000 SKU’s and 20 material handlers at Avon

Directed all receiving on three rail docks and three truck docks with 70 material handlers, prioritizing trailers and railcars to be unloaded based on the plants needs and the need to reduce detention and demerge charges

Successfully developed first-line supervision and a direct labor workforce with limited grasp of English language

Inaugurated a 250,000-sq.ft., 350-employee, dual-shift manufacturing plant that generated annual sales of $400M, plus another smaller plant with $190M in sales, both within 18 months of award

Passion for proactive process control in averting the need for perpetual inspections, a student of the Toyota Production System (TPS), the basis of Lean manufacturing

Applied Lean and TPS principles to sustain plant profitability despite customer demand below 60% of designed capacity, cited as a key benchmark of Lean manufacturing and process control

Through implementation of Lean and continuous improvement principles, exceeded profit expectations even when not meeting customer sales forecasts at one plant, planned to ship 60,000 units a year but actually shipped 30,000, with same fixed overhead, and extracted 50% of overhead costs to maintain profitability

Proficient knowledge of manufacturing parts, instinctively devising ways to improve part assembly methods, including the countless parts in cars, and noted expert in powertrain modules, building reputation for being right the first time and always

Solid understanding of why processes fail, and facilitating the building of nonperforming parts to ensure they are made properly

Ability to translate financial terminology for clarity to all personnel

Sharp memory for recalling obscure events like equipment down time and the ultimate remedy for future reference

Skilled in coordinating customer product resources on time with competitive pricing to maintain profit margins

Versed in SMED (Single Minute Exchange of Dies), setting up equipment, identifying value-add

Both union and nonunion shop experience, keeping organizations union-free in several plants

Valued mentor who has developed multiple subordinates into top Managers, affording opportunities to learn new areas and encourage decision-making

A decisive leader known for getting the most and best out of people, always coming up with alternative solutions or creative perspectives to facilitate problem-solving

Key Competencies

Multiple Project Management / Budget Management / Production & Scheduling / High Performance Team Building & Leadership / Operational Procedure Streamlining / Benchmark & Best Practice Techniques / Logistical Management Systems Expansion / Greenfield & Brownfield Launches / Construction and Manufacturing Systems Design / Process Controls / Error Proofing / OEM Quality Control / New Product Design / Material Process & Flow / OSHA Safety Compliance / Job Safety Analysis / Materials Management / Customer Service / HR & Labor Relations / Recruitment & Training / Environmental Compliance / Multimillion-Dollar Inventory Management / Receiving & Warehouse Operations, Distribution /

Highlights

Launched a 250,000-sq.ft. manufacturing plant equipped to turn out a wide variety of new products within 18 months of award, all on time and within budget, with Six Sigma-level quality, generating annual sales of $400M with 26,000 end-item parts [Tower Automotive]

Awarded Michigan state grants, tax abatements and training credit totaling $10M after word that no funds were available then did same in Ohio

Planned and directed successful greenfield plant launch geared for rear suspension and powertrain modules, setting benchmarks as world-class examples of process control and error-proofing

Successfully managed a 57,000 sq.ft. plant start-up

Successfully launched two greenfield plant startups, at $20M, and one brownfield, at $8M, on time and budget under tight time constraints

Developed error-proofing strategies and Poka-Yokes tied to a world-class Productionware control system that launched a powertrain dress process with zero defects at customer for many years

Established hiring criteria and trained 145 employees

Inaugurated a 56,000-sq.ft., 280-employee, dual-shift plant within 12 months of award to generate new products that achieved $190M in annual sales [Tower Automotive]

As customer requirements dropped 50%, directed a complete restructuring to operate profitably at the reduced volumes

Led successful turnaround of quality system and management team in 8 months, reducing quality defects 80% at customer level, achieving annual sales of $144M with 385 employees

Installed superior process controls and conducted random performance audits (90% of defects caused by 10% of operators) to completely eliminating misassembles, from 30 out of 1,200 per week to zero, avoiding penalties of $5,000 per minute for halted lines

Produced 900 end-item part numbers, each with average 70 subcomponents

Achieved $2M in annual savings on leading successful turnaround of a multi-plant operation in areas of quality, safety, and leadership effectiveness within 8 months with implementation of standardized operating procedures, Lean and TPS principles

Launched a highly complex product with zero customer defects within a tight schedule, with 230 employees on two shifts worked with engineering firm to develop sequencing process with Matrix Automation, delivering years of proven service in accommodating customer demands for installing into car operating systems [Android]

Maintained production record of zero mistakes per million using error-proofing processes proactively avoiding mistakes before vehicle installation becoming industry benchmark and sold as licensed product

Addressed catastrophic failure on alignment machine with 30 parts due, leading development of a Product Part Approval Process (PPAP) in 72 hours to manually align rear modules, all 30 passing at customer, and incurred minimal OT costs compared to $500K machine value

Developed a process that eliminated half the 10 miles of daily walking required by operators in sequencing rear modules, setting up a gantry for printer to follow operator, allowing process completion by one operator instead of two originally planned

Recovered from negative audits after several OSHA inspections and reduced fine more than 70% with aggressive effort to quickly resolve all issues

Eliminated a $1M backlog and accommodated a 20% increase in customer orders with restructuring and expansion of manufacturing and assembly capabilities [Gits]

Led successful turnaround with addition of a full second shift at two locations and a workforce of 100+ UAW employees for assembly, stamping, welding and machining operations

Reduced operational costs 30% in six months while improving process flow 40%, resolving an ongoing part shortage by instituting KANBAN and MRP systems [Genaddi]

Worked with local union on agreement to install video monitors at all new assembly stations as a vital training tool that enabled trainees to study footage, leading to improvements in cycle time

Installed video system to identify root cause of loose jam nuts on finished product, markedly reducing number of faulty pieces released and leading to additional work from major customers Ford and Chrysler

Dramatically reduced ramp-up time from three months to two weeks

Reduced direct labor in packing area by 80% while doubling throughput in closing area at Avon

Career History

Various Consulting Activities 2016 – present

Management Consultant

Contracted position with Martinrea as a Launch Manager coordinating the launch of 87 new stampings and 5 assembly lines

Actively explored opportunities to purchase 30 different franchise business opportunities

Flexible Metal Inc. - Tucker, Georgia 2011 – 2016

Designer-manufacturer of metal tubular assemblies engines, automobiles, on- and off-highway

vehicles, agricultural vehicles, engine generator sets and a wide variety of OEM applications.

Plant Manager

Gits Manufacturing - Creston, Iowa 2009 – 2011

Pneumatic actuator manufacturer.

Global Operations Manager

Dakkota Integrated Systems - Lansing, Michigan 2008 – 2009

Developer of complete vehicle interiors for the automotive industry

Plant Manager

Genaddi Design Group - Green Bay, Wisconsin 2007 – 2007

Custom coach manufacturer specializing in conversion of exotic vehicles

General Manager

Tower Automotive - Lansing, Michigan 1993 – 2006

One of the largest Tier 1 independent global suppliers of automotive

metal structural components and assemblies

Group Manager – Lansing, MI 2006

Plant Manager – Lansing, MI 2000-06

Plant Manager – Bellevue, OH 1998-2000

Plant Manager – Bell Camp 1995-98

Production & Logistics Manager 1994-95

Human Resources, Finance and Computer System Manager 1993-94

Earlier Career:

Avon

General Accounting Supervisor ($10M+ monthly distribution)

Supervisor Business Analysis

Supervisor Employee Relations, Compensation and Benefits

Shipping Supervisor and Materials Management

Chrysler Corporation - Newark, Delaware

Supervisor Material Control

Assembler

Education & Development

University of Delaware at Newark

BS, Accounting

Six Sigma – Green Belt Certified, Kaplan University

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