Human Resources Manager

Richard M. Felstow

**** **** ***** ***** ********, MI 48116

*******@*****.***

810-***-**** [home] 810-***-**** [cell]

CAREER PROFILE

A result oriented Human Resources Executive with extensive management

experience in multi-facility environments, able to bring proactive,

creative, out-of-the-box solutions to solve complex problems and issues.

K.I.S. CONSULTING GROUP Brighton, MI

Principal (June, 2012 - September, 2013

Consulting group providing human resources solutions to organizations

interested in outsourcing certain HR functions or looking for short term

help during times of transition. Recruitment ...Leadership

Development...Benefits & Compensation Design...Reorganization & Culture

Change...Union Avoidance...Long Range Business Planning...Strategic

Organizational Development and Integration...Payroll/Benefit

Administration...Communication Design

COLORB K, INC. Ann Arbor, MI

Director of Human Resources (August, 2009 - January, 2012)

Challenge: Challenged with the task of cultural change to an established

craft design company that lacked effective communications.

Action: Helped facilitate a move to a larger building allowing for the

establishment of related work groups to reside in close

proximity to one and other and was given free rein by the CEO to

establish new initiatives to foster change.

Results:

. Created a task force made up Directors and Managers, most

of which were recently promoted into management positions.

Despite being a fairly small organization these individuals

hardly knew one and other. Trust was developed within the

group and they were given the task of improving the

company's efficiencies through improved processes and

procedures.

. The new facility allowed for the establishment of new

programs and activities including a fitness room, company

sponsored fitness programs, on site massages, and a

Colorb k Olympics.

. Communication improvements were established through a daily

15 minute stand-up meeting attended by all located at the

facility, quarterly communications meetings followed by a

social hour, "3 o'clock walkie", and a monthly Birthday

Breakfast hosted by the CEO.

. All of the above were establish to create a fun place to

work, improving communications while at the same time

improving company performance. The organization is

currently a finalist for Crain's Coolest Places to Work.

MAGNA INTERNATIONAL - MIRROR DIVISION Alto, MI

Manufacturing Manager (July, 2007 - July, 2009)

Challenge: Recruited by a former colleague to help with the turnaround of

a struggling plant that was losing money, missing shipments and

a production floor that was in disarray.

Action: Created transformation teams to establish order on the

production floor and in the production process.

Results:

. Segregated the plant into customer business units and

created work cells consisting of 3 to 7 person teams.

Component delivery to the floor became more efficient and

training was quickly established within each of the work

cells.

. Created a visual communication system that provided written

and visual work instructions, measurable production

goals/objectives and quality parameters tied to financial

performance.

. Within 2 months the facility was breaking even and in 4

month was making money. On time delivery was improved from

88% to 99.5% within 3 months. Achieved top quality award

from Toyota and Ford Motor one year after the

transformation teams were put in place.

LIBRALTER PLASTICS, INC., Walled Lake, MI

Vice President Human Resources and Legal (November, 1991 - May, 2007)

Challenge: Recruited to create HR infrastructure to support business

growth from under $30 million to $120 million of a multi plant

Tier One/Two automotive supplier with exceedingly high turnover

and lack of cohesive management process.

Action: Partnered with President and Executive Committee to reorganize

company and build required infrastructure to support rapid

growth.

Results:

. Established HR with staff of 7, developed policies and

procedures; renegotiated cost-effective benefit programs

reducing per employee cost while increasing benefit level.

. Implemented new recruiting and selection process during

growth from 250 employees to 800 employees; introduced new

hiring orientation program reducing turnover by 80%.

. Improved cash flow and reduced worker's compensation cost

$600k by taking company to a self-insured program; reduced

injury level by 95% by increasing employee awareness

through implementation of safety committees and increased

training.

. Developed and implemented a pay-for-skills program and a

performance/review system, creating a flexible workforce

through use of cross-functional teams; lead team

initiatives including plant transformation projects, kaizan

events, lean manufacturing, TPS, Six-Sigma, DMAIC, etc.

. Obtained State funding (Economic Development Job Training

Grant) on three occasions for employee training; increased

employee training from less than 10 hours per employee per

year to over 32 hours per employee per year.

TERRY BARR SALES AGENCY, LLC, Southfield, MI

Sales Manager (February, 1985 - November, 1991)

Challenge: Streamline and modernize sales office functions while

increasing sales volume and sales force to support business

development of 18 principal companies totaling annual new sales

volume of $150 million.

Action: Evaluated existing systems and processes to identify

opportunities for improvement. Researched, developed and

implemented solutions that systematized work flows and

procedures increasing Account Executives effectiveness.

Results:

. Managed inside sales staff of 9 and outside sales staff of

27; computerized office operations; installed new

communications systems; developed and implemented new sales

tracking system.

. Managed multi-tenant office complex; negotiated leases.

. Partnered with principal companies to develop and deliver

technical training to sales staff, increasing technical

knowledge to support sales activities.

. Developed sales team structure to optimize sales personnel

strengths to maximize sales effectiveness.

. Personally obtained first time automotive sales for

principals at Saginaw Steering Gear (screw machine

products), Pontiac (plastic interior components), and

Nissan (machined castings); responsible for largest OEM

installed sunroof program in North America (Saturn).

EDUCATION

Cleary University, Howell MI - Bachelor degree Business Management

Oakland Community College, Farmington Hills, MI - Associate degree Business

Administration

Southfield High School, Southfield, MI

PROFESSIONAL MEMBERSHIPS, ASSOCIATIONS, LICENSES

Society of Human Resources Managers Board of Directors - Alpine

Plastics, LLC

Society of Plastic Engineers Trustee - Libralter Plastics, Inc.

Pension and 401(k) Plans

Society of Automotive Engineers Volunteer - Career Transition

Ministry CEPC

Volunteer - Project Coordinator Livingston County Love INC Furniture

Ministry

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