Customer Service Sales

Matthew Jank

**** ********* ****. ( Jackson, MI 49201 517-***-**** (

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

Plant Manager

Over 20 years of instituting production, efficiency, and quality metrics,

building positive customer, vendor, and supplier relationships, and driving

profitability improvements for diverse manufacturing fields.

o Strategic and dynamic executive with solid history of leveraging

Theory of Constraints (TOC) and Lean Manufacturing principles to

improve manufacturing operations.

o Versatile, innovative, and loyal management professional able to see

the "big picture" while remaining detail oriented. Recognized for

consistent success in developing the processes and procedures to

streamline operations, increase revenues, and enhance profit

performance in both union and non-union environments.

o Recognized for enthusiasm, effective team leadership, and track record

of delivering results.

o Thrive on opportunities to assume additional responsibilities,

overcome challenges, and lead multidisciplinary teams to reach common

goals. Available for relocation.

AREAS OF EXPERTISE

Multi-site Operations Management ( Production & Inventory Management ( P&L

Management

Lean Manufacturing ( Kaizen ( TOC ( SPC ( ISO Certification ( Productivity

Improvements

Cost Analysis ( Purchasing ( Contract Negotiations ( Project Management (

Operational Streamlining

Union Negotiations, Grievance Management & Arbitration ( Performance

Metrics ( Cellular Manufacturing

Metal Stamping & Fabrication ( Injection Molding ( Aluminum Die Cast ( Tool

& Die ( Machining

PROFESSIONAL EXPERIENCE

LuPaul Industries, Jackson, MI 1999 - Aug 2013

Privately held tool and die, metal stamping, manufacturing, assembly

company with 170 employees.

Vice President of Operations( 2004 - Present

Promoted to direct all company operations including accounting, purchasing,

materials, customer service, production, and engineering, while continuing

to direct sales and marketing initiatives. Manage $12M in total department

budgets and staff of 14 salaried and 156 hourly personnel. Serve on Board

of Directors.

o Cut supply base by 25% and reduced annual material costs by $978K

through creation and implementation of process and sourcing

strategies.

o Achieved ISO 9001-2000 and QS 9000 certifications and TS 16949 Ready

status by spearheading qualification effort.

o Reduced past due accounts by 57% by driving resolution of purchase

order and accounts receivable issues.

o Spearheaded efforts to improve customer satisfaction and retention

ratings. Created critical KPIs to track and improve on-time delivery,

customer issues, and safety statistics.

o Added $397K to revenue base through pre- and post-launch program

tracking and profitability enhancements.

Vice President of Sales ( 1999 - 2004

Hired to reduce automotive dependence through strategic sales and marketing

efforts. Developed detailed quotes for part numbers, programs, engineering

changes, and new business opportunities.

o Led successful, 100% on time launch of 72 high volume products for

transportation industry by synchronizing engineering, quality,

purchasing, production, and tooling efforts.

o Saved company from $1.5M potential material loss by leading all

company communications and negotiations.

o Cut automotive dependence in half and increased non-auto sales by $8M

by diversifying customer base through individual sales efforts and

relationship building with non-automotive customers.

May & Scofield, Howell, MI 1996 - 1999

Privately held plastic injection molding company supplying instrument panel

products to automotive industry with $50M in annual revenue and clients

including GM, Ford, Chrysler, International, and Nissan.

Plant Manager & Operations Director

Embraced challenge to drive organization-wide efficiency, throughput, and

quality improvements by establishing performance metrics and indicators,

operating goals, manufacturing and production improvement initiatives, and

cost reduction programs. Managed all facets of production and assembly

processes, quality, materials, maintenance, and tooling with $17M annual

budget and team of 12 salaried and 50 hourly personnel in multi-shift

environment.

o Improved customer satisfaction from 86% to 99% by transforming

organization into low cost producer of high quality products.

o Saved $375K in annual fixed spending costs by developing budgets,

instituting budget controls, maximizing resource utilization, and

implementing cost reduction initiatives.

o Raised production throughput by nearly 30% from 28K to 36K per day

through TOC implementation and management.

o Increased throughput 25% by introducing use of synchronous

manufacturing cells.

o Boosted plant efficiency 29% by instituting lean methodologies,

introducing TOC, improving first run yield rates, and effectively

managing human capital and resources.

o Ensured QS9000 compliance by designing and implementing FIFO system.

o Reduced headcount 19% through automation including institution of

rotary dial tables.

Lear Corporation, Romulus, MI 1992 - 1996

Automotive seat manufacturing plant supplying Chrysler T-300 program with

246 employees and $240M in annual revenue.

Production Manager ( 1994 - 1996

Production Superintendent ( 1992 - 1994

Developed, led, and supervised team of 11 salaried and 235 hourly employees

in multi-shift JIT production environment. Played key role in union

contract negotiations, led all steps of grievance procedure, and prepared

for arbitration.

o Increased production 28% by leading teams of engineering, production,

and maintenance personnel to design, build, and implement linear

production system.

o Reduced grievances by 30% through open union leadership communications

and introduction of participative management philosophies.

o Cut controllable absenteeism rate in half from 6.8% to 3.2% by

identifying repeat offenders and their issues, qualifying

legitimate/illegitimate issues, and instituting individual

accountability and follow-up.

Additional experience as Production Supervisor and Test Auditor with GM

Powertrain in Toledo, OH

EDUCATION, TRAINING & AFFILIATIONS

Bachelor of Arts in General Communication and Psychology ( University of

Toledo

Finance & Accounting for Non-Financial Managers at MSU Eli Broad Graduate

School of Management

Targeted Selection ( Poke Yoke ( Statistical Process Control (SPC) (

Injection Molding

Kaizen ( Theory of Constraints (TOC)

Member of Society of Manufacturing Engineers

Member, Board of Directors at LuPaul Industries and Somerset Enterprises

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