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Manager Management

Detroit, Michigan, United States
August 12, 2018

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Tina Stuart-Hurite

248-***-**** Greater Detroit, Michigan


Leading teams that meet and exceed delivery and quality goals for automotive OEMs. Building Top-Performing Teams • Cultivating Operational Excellence Optimizing Resources • Improving Processes • Consolidating Functions • Reducing Costs P&L Management Process Improvements

Strategic Planning Workflow and Value Stream Analysis Program/Project Management Logistics and Material Planning Budget Management Lean Manufacturing, 5S, Six Sigma Consolidation/Restructuring Multi-Site Facility Management Engineering/Research & Development (R&D) Global Operations Management PROFESSIONAL EXPERIENCE

TWEDDLE GROUP Clinton Township, Michigan 8/2011 Present A global, Tier I automotive supplier of technical content, diagnostic and connected vehicle solutions. Privately owned. Chief Operating Officer (Promotion, 1/2018 Present) Promoted from VP to COO to lead all operations, strategic planning, and P&L. Manage an operating budget, program management, quality, purchasing, content development/management, creative services, and manufacturing at eight facilities globally. Supervise 15 VPs/Directors and a total workforce of 200 in six countries.

• Established operation processes for an innovative new diagnostic tool.

• Currently leading a corporate restructuring to reduce costs while maintaining customer focus, productivity, and quality.

Vice President, Program Management & Logistics (Promotion, 3/2013 1/2018) Director of Program Management (8/2011 3/2013)

Promoted from Director to VP role to lead program management, logistics, material planning, and customer service at eight facilities globally. Developed strategic resource plans to support global projects and new business development. Supervised seven managers and a total workforce of 35. Selected, led, and managed team members. Managed an operating budget of $2M. Established robust practices to enable the timely delivery of high-quality product to automotive OEMs.

• Restructured program management departments to support rapid growth for an operation that doubled in size over six years. Result: 1M+ finished goods shipped on time (98.8%) with Six Sigma quality (PPM <1).

• Led the on-time launch of a new assembly plant in China to support the temporary requirements of a strategic customer, FCA.

• Won Ford business from a competitor due to operational excellence (quality and on-time delivery scores). Established new business unit in Australia and built a multi-national team to support Asia/Pacific markets. Result: A highly-successful program that led to a larger second year contract with Ford.

• Established new manufacturing site, workflow, and value stream for a new client, Mazda–Mexico. Delivered sustainable product and process, achieving world-class quality and 100% on-time delivery ratings.

• Built, developed, and led a top-performing team who can collaborate and work autonomously. Page 1 of 2

Tina Stuart-Hurite Resume, Page 2

FAURECIA AUTOMOTIVE SEATING Troy, Michigan 1/2006 8/2011 A $4.9B, Global Fortune 500 automotive seating company. Director, Engineering Shared Development Services

Directed operations at five facilities, including prototype shop, ISO-certified validation labs, manufacturing, and warehousing. Managed resources, procurement, fabrication, assembly, shipping and receiving, verification, and accounts receivable. Led trim systems engineering design activities from concept and development through validation. Supervised team of 10 management and 75 highly skilled workers. Managed a $5M operating budget and a capital budget of $1.5M for research innovations and new technology.

• Reduced prototype operations costs by eliminating redundancies, improving synergies, and integrating functions. Result: Eliminated two duplicate facilities – saving over $500K annually.

• Applied lean manufacturing principles to R&D/prototype operations – incorporating 5S, value-stream management optimization, employee training, KPI management, and sustainable audit practices. Result: Improved workflow, efficiencies, and inventory management.

• Led the design, development, validation, and launch of complete seat projects for both FCA and Mercedes. THYSSENKRUPP-BUDD COMPANY Detroit, Michigan 7/2000 1/2006 A $2.5B automotive supplier. Subsidiary of ThyssenKrupp Automotive Group, a $10B+, Fortune 500 company. Manufacturing Operations Manager (Promotion, 8/2005 1/2006) Promoted to lead production and quality for stamping and assembly operations. Supervised team of 140 hourly UAW workers and supervisors on three shifts. Managed a $500K operating budget and held P&L responsibility for operations.

Director of Quality (Promotion, 3/2003 8/2005)

Promoted to direct quality initiatives for five facilities in North America. Established processes to ensure that KPIs were aligned with strategic goals and vision.

• Managed a corporate-wide quality management system, driving continuous improvement and waste elimination through Six Sigma, 5S, and lean methodologies.

• Successfully consolidated three plants into two with no interruption to client service or quality.

• Led company-wide transition from QS 9000 to TS16949, resulting in successful certification for five facilities.

• Achieved reinstatement of Ford Motor Company Q1 status at two manufacturing sites. Program Manager (7/2000 3/2003)

• Led a launch team for a $52M Ford Thunderbird program. Managed $12M in tooling at 12% under budget. Launched and integrated sustainable product at two manufacturing plants. EARLY CAREER

CARDELL AUTOMOTIVE/MOLEX AUTOMOTIVE Auburn Hills, Michigan Program Manager (Promotion)

Project Manager (Promoted from Engineering Assistant) MILITARY

U.S. ARMY Honorable Discharge

Military Police Officer, E-5, Sergeant


Master of Science in Management Walsh College, Novi, Michigan Bachelor of Science, Business Administration Oakland University, Rochester Hills, Michigan Certified Scrum Master Scrum Alliance

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