STERLING B. NELSON
P. O. Box ***
McCordsville, IN 46055
Specialist in growing profits through program management, lean implementation, new projects and new plant startups. Progressive experience including leadership positions in Program Management, Operations, Project Management, Engineering, and Quality. Demonstrated ability to think creatively to produce results and achieve desired organizational change, resulting in improved response time, improved customer satisfaction, and decreased operating costs.
AREAS OF EXPERTISE:
New Plant Start-Ups Turnaround Operations
Lean Operations / Toyota Production System Operations Management
Program Management Project Management
Engineering Management Quality Management
SR. ENGINEER 2008 - Present
Belcan Corp. to Rolls-Royce Corp., Indianapolis, IN
Contract engineering and program management company providing services to their client Rolls-Royce aircraft engine development and manufacturing divisions.
Support Rolls-Royce Program Management
Write and publish Engineering Change Proposals for T56 (C-130 aircraft) and (Joint Strike Fighter) programs to acquire Department of Defense funds for Rolls-Royce.
Performed Cost Effectiveness Analysis (cash flow) for Department of Defense.
Member of the national CEA User’s Group. Published updated CEA model.
Sr. Project Engineer for Rolls-Royce AE2100 (C-130 aircraft), AE1107 (small commercial jet), Trent 1000-TEN (Airbus), M250 (helicopter), T800 (helicopter) engines, IR suppression on Special Ops helicopters, and Joint Strike Fighter’s LiftSystem.
Led cross functional teams to implement supplier quality verification systems called FAIR for Joint Strike Fighter’s LiftSystem.
Performed financial analysis for LiftSystem.
Six Sigma yellow belt.
PROGRAM MANAGER, ENGINEERING MANAGER, and MAINTENANCE MANAGER 2007
Commercial Vehicle Group, Norwalk, OH
Tier 1 manufacturer of truck cabs for International Truck, Freightliner, and Autocar. Additional products include the Ford GT body. (Site closed.)
Program Manager for Navistar-International, Mercedes-Freightliner, and Ford GT business.
Program Manager for launching Autocar’s first self-developed program.
Coordinating efforts of two CVG plants and tier 2 suppliers to build pre-production vehicles. Developed program management policies and procedure
Implemented “lean,” quality systems, and KPI’s such revenue per square feet.
Performed site risk analysis with a mitigation plan resulting in capital plans and budgets.
Maintenance Manager for 2 shifts including equipment that had not been maintained.
Used spare E-coat capacity to run special cars and trucks.
MANAGER – QUALITY and ENGINEERING 2005 - 2007
Metaldyne, New Castle, IN
Tier 1 & 2 manufacturer of vehicle suspension components for Chrysler, Toyota, Ford, and Hummer.
Successfully managed 14 new product launches across 2 plants.
Led 2 Program Mangers resulting in improved margins.
Ensured accuracy of all manufactured parts; exceeded ISO-TS standards and customer specifications through maintaining automated gauging, automated CMM’s, and digital gauges in 2 plants.
Spearheaded emergency project to write/edit 98 FMEA’s and control plans for two plants.
CHIEF ENGINEER 2003 – 2004
Oxford Automotive, Troy, MI
(Financial pressures forced Oxford into bankruptcy.)
Launched new $100MM, 382,000 sq. ft. Greenfield site. (Lean and flexible manufacturing design.)
Simultaneously led teams in Ontario, Alabama, and Michigan.
Developed policies and procedures to optimize all business functions (operations, HR, HSE, maintenance, quality, …)
Brought construction from 8 months behind schedule to being on-schedued.
Participated in Mercedes design reviews
Directed engineering (product, facility, process …), MRO purchasing, engineering product change, and maintenance organizations.
DIRECTOR OF ENGINEERING 2002 - 2003
Tower Automotive, Corydon, IN
Tier 1 manufacturer for Ford Motor Company.
Directed all engineering, paint department, and maintenance functions in highly automated frame assembly plant. Responsibility for program management for all 3 product streams. 26 direct reports; 104 indirect reports. (Plant closure announced in 2003. Followed immediate manager to Oxford Automotive.)
Turned around a plant operation within a year from losing $9MM to making $18+MM, simultaneously improving metrics for safety, morale, quality and delivery.
Concurrently led teams in Korea, Indiana, and Michigan.
Oversaw project to design new parts, new facilities, and new fabrication process, saving Ford Motor Company $32MM annually and improving company’s profit margin by 50%.
Directed $4MM project to augment existing production lines by designing and building equipment in Korea resulting in a 30% increase in production.
Ran Maintenance Department, Paint (largest E-coat in U.S., powder coat, …) Department, Programs, and Engineering Department.
BUSINESS UNIT MANAGER / SECTION OPERATIONS MANAGER 1998 – 2002
Subaru-Isuzu Automotive, Lafayette, IN
Producer of Subaru, Isuzu, and Honda vehicles.
Led all Body Section Business Unit activities: encompassing 330 associates within operations, maintenance and production engineering on two production and three maintenance shifts. Communicated and coordinated activities with internal and external customers including Executive Management, Japanese Executive Management, Paint, Trim, Production Control, and Subaru of America (marketing and sales).
Launched two new (Outback and Baja) vehicles using program and project management skills in a multi-cultural setting.
Actively developed and implemented lean manufacturing and continuous improvement in manufacturing and within the office.
General Motor’s worldwide benchmarking team leader Wayne Wilson stated it was the leanest manufacturing operation they had observed across the world.
Improved quality as evidenced by perfect JD Powers score.
MANAGER – FACILITIES AND MAINTENANCE 1995 – 1998
United Defense, L.P., York, PA
Manufacturer of armored vehicles (commonly called tanks).
Managed 103 person department comprised of union skilled trades, contract personnel, non-skilled labor and supervisors to support armored vehicle production (machining, painting, assembly, and testing), capital construction and site improvements on 14-acre site comprised of 47 buildings and an on-site recreation center.
GENERAL MOTORS CORPORATION 1977 – 1995
Fairfax Assembly Plant, Kansas City, KS
Producer of Buick, Chevrolet, Oldsmobile, Pontiac, and Canadian vehicles.
Multiple positions growing in leadership and responsibility across the entire assembly plant including plant’s
Manufacturing Engineering Manager during a $1.3B Greenfield plant launch.
Implemented TPS / lean process to change manufacturing processes from being a fixed cost to a variable cost.
Part of a crisis team to re-construct a plant after its roof had fallen. The lost opportunity profit was $8MM per day for GM.
Led plant’s tooling and manufacturing engineering department.
Part of facilities management and Maintenance.
B.S.M.E., Bachelors of Science, Mechanical Engineering, Purdue University, 1977
Managing with Ambiguous Authority – University of Pennsylvania, The Wharton School
Advanced Management College – Stanford University
Effective Management of Production Operations – Dartmouth College, Amos Tuck School
Management Effectiveness – University of North Carolina, Kenan-Flagler Business School
Financial Analysis for Non-Financial Managers – Stanford University
NUMMI (Toyota-General Motors joint venture) lean manufacturing internship