Manager Management

MITCHELL L. JACKSON

**** ******* ***. #**, ******, MI 48864 • 260-***-**** • *************@*****.*** EXPERIENCED PRODUCT, PROGRAM, & PRODUCTION MANAGER Operations Management, Project Management, and Sales Engineering Highly experienced in all cross functional requirements for strategic growth and product/process development leading current and new product launches from paper through production. Extremely competitive, self-motivated, passionate, persuasive, articulate, results-oriented and driven. Experienced in manufacturing, operations, engineering, marketing, product management, and customer relations. Demonstrated success record in:

Operations and shop floor management including P&L responsibilities

Product management prioritizing and allocating team resources for customer driven product requests and product improvements

Project management for current and new product development

Sales engineering satisfying customer expectations

Continuous improvement through process and technology advancements along with lean manufacturing knowledge following the Toyota Production Systems (TPS)

ERP management for shop floor/inventory management, product management, bills of material management, and new ERP launches

CORE COMPETENCIES

• Employee Accountability • Shop Floor Management • Process Improvements

• Team Building • Product & Project Management • Lean Manufacturing

• Continuous Improvement • Bill of Material Management • Customer Relations HIGHLIGHTED CAREER ACHIEVEMENTS

• Safety Improvements – Drove initiatives that resulted in the awarding of the OSHA VPP Star of Excellence

• People Development – Developed a leadership academy for future leader and talent development.

• Strategic Improvements – Developed project management processes that drove visibility to product costs and drove margin impact approval to senior management.

• Employee Accountability – Improved project task on-time completion by 14%.

• Plant Performance – Improved plant efficiency 12%, productivity 10%, distribution throughput by 10%, and past due sales dollars by $150,000. Reduced annual operating labor costs by $1.3M for direct labor and $700K for indirect labor using lean manufacturing strategies.

• Cost Reductions – Reduced E&O inventory by 5% and implemented recycling programs to save

$50,000 annually.

• Employee Supervision – Improved preventative maintenance work order on-time completion to 99%.

Mitchell L. Jackson

Results-focused Operations & Product Management Professional PROFESSIONAL EXPERIENCE

DeWolff, Boberg, & Associates (DB&A) Dallas, Texas 2016 - Present Management Consultant

Responsible for working with client’s current people, processes and culture to help them achieve dramatic improvements in productivity, quality, service and profitability. This has been accomplished by working bottom up grooming and developing shop floor leadership while aligning Sr. Management goals with corporate targets.

• Improved OTD by 20% while reducing expedites and focusing on customer priorities throughout value streams

• Integrated team members in reducing annual operating costs by $9.3M in direct, indirect, overtime, and expedited freight charges.

• Installed positive culture through developing open door management approach to all levels in the organization.

PLASTIC OMNIUM, New Boston, Michigan 2014 – 2016

Production Manager

Planed, directed & coordinated product line team operations with pre-established objectives, at optimal cost and quality which meets or exceeds customer requirements. Responsible for all shift activities along with the day to day production operations. Additionally, responsible for the planning, directing and coordination of continuous improvement activities and events that result in savings for the plant (IPS Facilitator for the Huron Facility).

• Continuation of responsibilities from Anderson, SC position.

• Supported UAW contract negotiation process and requirements

• Launched 7 new product lines in 1-year aiding in a new facility ramp up to 1.5M annual units

• Improved employee morale by teaching an open-door management approach PLASTIC OMNIUM (Inergy Automotive), Anderson, South Carolina 2012 – 2014 Manufacturing/IPS Manager

Planed, directed & coordinated product line team operations with pre-established objectives, at optimal cost and quality which meets or exceeds customer requirements. Responsible for all shift activities along with the day to day production operations and maintenance department responsibilities. Additionally, responsible for the planning, directing and coordination of continuous improvement activities and events that result in savings for the plant (IPS Facilitator for the Anderson Facility).

• Developed a leadership academy to invest in midlevel leaders of the facility and create the next generation of leaders for the company

• Reduced the annual cost of direct labor by $1.3M by implementation of lean manufacturing strategies including level loading, line balancing, standard work development, and rough-cut capacity training.

• Reduced the annual cost of indirect labor by $700K by implementation of lean manufacturing strategies including team leader development and standardizing process support staffing requirements.

• Supported sister plants in Michigan and Mexico to aid in plant performance stabilization needs. Mitchell L. Jackson

Results-focused Operations & Product Management Professional HENDRICKSON, Woodridge, Illinois 2011 – 2012

Current Products Manager

Managed the strategic direction, roles, and responsibilities of the current products group which included direct supervision of Project Managers and Engineering Change Coordinators. Prioritized and drove the successful execution for product launches and enhancements across 16 different product lines, over 15 OEM customers, and the Aftermarket business unit.

• Developed QOS metrics for programs, projects and team performances to improve deliverable timing and program visibility.

• Developed a process for cross-functional review of opportunities to ensure that resources were focused at projects that satisfied the strategic direction and commercial needs of the industry.

• Successfully developed and managed project timing, capital requests, capital budgets, and product objectives.

• Improved change request system by targeting processes, teams, and project timing to eliminate waste, drive visibility to product costs, highlight open issues, and improve time to market. HENDRICKSON, Woodridge, Illinois 2009 – 2011

Current Products Project Manager

Managed all current products teams to ensure customer driven and internally driven product changes met and exceeded performance objectives, financial goals, and timing expectations. Managed the engineering change process, current product change requests, and application approval process. Communicated and ensured successful product and application change implementation at the customer. Managed all customer notification processes for all product changes and new product releases. Assisted with the development of new PLM and ERP systems as continuous improvement initiatives. Served as new product Program Manager to successfully launch product from paper through production satisfying all milestones and timing requirements.

• Implemented action items and metric tracking to improve cross functional department task on- time completion by 14%.

• Improved customer relations and product change notification completion timing by 13% by developing an automated notification process and implementing metric tracking.

• Managed 100% of all MRP requirements for the development of bills of material, item master maintenance, and item revisions.

• Supported Materials group with inventory transition plans, use-down plans, and item substitutions to reduce E&O inventory by 5%.

• Executed continuous improvements to the product development processes by streamlining process flows, eliminating process waste, and implementing technology enhancements for process management.

HENDRICKSON, Kendallville, Indiana 2007 – 2009

Production Supervisor

Improved manufacturing processes and increased employee accountability to improve plant efficiency and plant productivity through direct supervision of hourly employees. Provided comprehensive oversight of all receiving, production planning, scheduling, inventory control, and continuous improvement activities within this multifaceted 108,000 square foot plant operating as a manufacturing facility and distribution warehouse. Applied technical knowledge toward machining, fabrication, elastomeric, and assembly manufacturing processes to improve means for change over down-time cost reductions while incorporating Mitchell L. Jackson

Results-focused Operations & Product Management Professional excess and obsolescence inventory cost reductions. Assisted with new product launches by advancing existing processes for new product requirements.

Improved plant efficiency by 6% in 2007 and 12% in 2008.

Improved plant productivity by 3% in 2007 and 10% in 2008

Increased distribution throughput by 10%

Implemented a recycling program resulting in annual savings of $50,000

Minimized past due sales dollars by $150,000

HENDRICKSON, Kendallville, Indiana 2005 – 2007

Manufacturing Engineer (Co-op)

Supervised hourly maintenance personnel to improve a preventative maintenance work order on-time completion of 99%. Applied practical experience with academic knowledge to design machine modifications to improve tool life, cycle time, and safety. Conducted time studies in correspondence with VAM tools to analyze improvements toward work center efficiency along with engineering down-time reductions. Completed capital justifications for the purchasing and implementations of new equipment, processes, and technology implementations.

Improved preventative maintenance work order on-time completion of 99%.

Created conceptual designs for new product assembly stations.

Designed and implemented new packaging solutions for new product launches.

Designed machine component alterations for existing equipment to improve cycle times and operator safety.

J. Co. Inc., Pleasant Lake, Indiana 2001 – 2005

Operations

Incorporated market pricing with inventory control to increase annual sales. Supervised hourly personnel through daily operations to increase efficiency, productivity, and throughput in this small class S family business while successfully executing the completion of college and university degrees. Supervised shipping and distribution and involved with all company logistics.

Improved annual sales, efficiency, productivity, and throughput.

Learned business management tactics for strategic success of self-employment.

Managed logistic requirement for shipping and distribution.

Managed daily operations while completing college responsibilities. EDUCATION

Bachelor of Science in Manufacturing Engineering Technology, Purdue University Associates of Science in Electronics Technology, Ivy-Tech State College Career Development Certificates Levels I, II, & IV in Electronics, Ivy-Tech State College ACTIVITIES & AWARDS

Phi-Theta Kappa Honor Society

National Dean’s List

High School Salutatorian

Additional References and Transcripts available upon request

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