Plant Manager

JAMES C. WOOTEN

734-***-**** - home 734-***-**** - mobile *********@*****.***

EXECUTIVE PROFILE

. Change Management ( Acquisition

Management

. Results-Based Manufacturing Process ( Human capital

ROI/Metrics

. Consensus-Building & Team Leadership ( Strategic Talent

Development

. Process Streamlining & Improvement ( Strong Employee

Relations

An organized professional with a successful record of business partnerships

in diverse automotive industry manufacturing environment. Creative leader,

recognized for aligning company-wide direction to achieve long-term

business imperatives. Skilled communicator accomplished in all

manufacturing disciplines, with experience in building manufacturing

processes that drive organizational performance. Results-oriented,

proactive style and the ability to personally take ownership on complex

issues.

CAREER PROFILE

PKC Group - North America division of

AEES, Inc., Farmington Hills, Michigan July 2010 - Present

A Division of Platinum Equity, acquired from Alcoa in 2009.

Alcoa acquired Engineered Plastic Components, Inc. (EPC) in 2002.

Automotive Supplier for Electrical Connectors and Power Distribution

Systems

Director of Operations, Wire and Components, NA

Full P&L responsibility for all North American Wire and Components

facilities

. Full P & L responsibility for all North American Wire and Components

facilities located throughout the US and Mexico ($550m business unit

responsibility)

. Consolidated from seven manufacturing facilities down to four to maximize

manufacturing footprint space and overall business unit profitability.

. Oversaw the construction and facilitation of a new world-class injection

molding facility in Torreon, Mexico - Start-up facility in Torreon Mexico

. Reduce inventory amongst all plants from $61m to $42m within 16 months

using world-class lean manufacturing tools (Kaikaku)

. Increased delivery performance of the entire business unit from 91% to

current 99%

. Increased EBITDA from 9% to 17% through plant consolidations, Kaizen

activities, improved quality and plant operation metrics

. Business Unit TRIR for the past 3 years .061 with a total of two

recordable injuries

. Successfully transferred 100% of current operations from Mattawan,

Michigan to Torreon, Mexico to include 90 injection-molding machines and

70 high-speed assemblies spanning 500+ customers.

. Continually reduced the cost of poor quality by 50% annually

. Maintained minimum turnover rate less than (3%) thru transfer of

business.

. Successfully reduced the overall accident rate by from 3 annual

recordables to zero

Western Forge - Colorado Spring CO January 2009

- June 2010

. Full P & L responsibility for 5 manufacturing facilities included one

warehouse operation ($90M business unit responsibility)

. Deployed to turn around a near bankrupt operation

Company was weeks away from liquidation but within 12 months was able to

turn the operations around and sell to a strategic buyer and make

shareholders whole.

Cadence Innovation

Chesterfield Township, MI

General Manager

January 2007 - January 2009

. Full P&L management responsibility for Chesterfield operations

. Manage and lead workforce of 9 staff members encompassing Safety,

Human Resources, Quality, Materials, Molding, Paint, Assembly,

Engineering, and IT and indirectly supervise over 100 salary and 850

hourly employees.

. Planned and realigned organizational structure and operations to

position operations for profitability

. Instrumental in successfully launching 15 interior vehicle programs

for GM and Chrysler

. Increased EBITDA 75% by reducing scrap and labor and maximizing

productivity

. Oversaw facilitation and current factory vision of 750,000 sq ft.

facility

. Reduced formal customer complaints by 70% and PPM by 90%

. Track record of streamlining operations, maximizing productivity, and

turn-around management

. Direct the overall activities of the factory to ensure customer orders

are received, scheduled, produced and shipped on time at the lowest

possible cost to meet customers' requirements, while maintaining

established quality standards and fastest lead times.

. Involve associates through utilization of cross-functional teams to

effectively work together to solve problems, improve efficiency of the

manufacturing processes, improve the quality of the work environment,

as well as, improve the quality of the products being produced.

. Maintain and review plant safety programs and ensure compliance with

OSHA and general manufacturing practices

. Promote and instill a culture of continuous improvement through Lean

Manufacturing principles and practices through work flow, 6S, and

process improvement projects

ASC, Incorporated

General Manager Trenton, MI & Livonia, MI

April 2005 - October 2006

Plant Manager Lansing, MI & Newcastle, DE July

2001- April 2005

. Responsible for the financial management, leadership and direction of

all manufacturing at ASC facilities.

. Responsibilities encompass management of multiple customers, programs

and processes.

. Direct the activities of Assistant Plant Manager, Area Managers, Plant

Controllers, Quality Engineers and Materials management. Report

directly to the Chief Operating Officer.

. Develop strategic and annual operating plans, forecasts, budgets,

operational analysis and

downturn plans.

. Review and coordinate programs designed to achieve budget limits, to

improve cost-profit ratios, improve purchasing/material service and to

train and staff the organization.

. Develop plant layouts, production capacities of each department, plant

procedures and quality standards while complying with all local, state

and federal laws and regulations.

. In conjunction with department heads, developed processes for

identifying availability of raw materials, maintenance of plant and

equipment, product quality control, related production reports, labor

and material costs and other factors to insure operating costs are held

at the budgeted level.

. Oversaw plant remodeling, including the installation of "quick change"

die cart system resulting in reduced cost and timing for tool

changeovers in RRIM area.

. Re-opened paint production facility and had fully operational within

days in order to support customer requirements for Viper Coupe program.

. Oversaw and supported obtainment of TS 16949 certifications for the

plant.

. Maintained 100% delivery rating on a regular basis to automotive

dealerships for service parts and accessories for the Chevy SSR program.

. Oversaw and finalized Teamster labor negotiations while avoiding any

employee strike.

. Oversaw and supported obtainment of TS 14069 certifications for the

plant.

. Implemented lean manufacturing policies and standards resulting in cost

savings and smoother plant production.

. Responsible for launching start up plant supporting GM/Saturn via

providing and installing rear seat DVD entertainment systems through a

second stage manufacturing operation

. Responsible for the management and operating results of plant: plant

production, financial performance, meeting customer requirements and

associate safety and well-being.

. Implemented and maintained QOS/MOS Scorecard and supporting charts

tracking key factors for plant production on a monthly and year to date

basis.

. Oversaw and supported obtainment of ISO 9001 and ISO 14001

certifications for the plant.

ASC Incorporated

Southgate, MI

Materials and Logistics Leader

January 1998 - June 2001

. Reporting to vice president of manufacturing, responsible for entire

material and logistics activities including ten manufacturing

locations. Managed 4 direct and 10 indirect reports (including plant

material managers).

Genasys (ASC/GM Joint Venture)

Lansing, MI

Final Process Supervisor

April 1994 - January 1998

. Supervised 37 GM UAW employees.

. Reduced overtime 45% and hours per vehicle 30%.

EDUCATION

Henry Ford Community College - Dearborn, MI - 1987-1991

46 hours to Bachelor's Degree in Business

REFERENCES

Available upon request

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