Production Superintenden Automotive

Charles Noblitt

*** ******* ******* ***** ( Mitchell, Indiana 47446 812-***-**** (

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

Management Professional with wide-ranging experience delivering results

. Leadership / supervisory experience

. Production operations

. Quality and safety assurance

. Project management

. Training, coaching, and mentoring

. Inventory control and cost containment

Professional Experience

Naval Surface Warfare Center - Crane 2010-Present

CONTRACT SPECIALIST-Level 1 Certified

GS-12

CXMR Branch - 07/10-04/11

CXNN Division - 10/2012 - Present

Simplified Acquisition Procedures (SAP) Branch - 04/2011-10/2012

Diverse workload consists of awarding software license using the DOD ESI

contract vehicle, IT hardware acquisitions using GWAC's, Non-commercial

acquisitions, and Commercial IDIQ awards.

. Provide assistance to technical specialists (RTA) in the development

of contract specifications, work statements, and quality assurance

criteria and prepared solicitations and contracts for development, and

or preliminary design.

. Review market research, conduct market research and make

recommendations to accept Justification for Approval for Sole Source

requirements. Negotiate terms and conditions including data rights and

intellectual property. Make Fair and reasonable pricing determination

for all procurements.

. Conduct, negotiate and award in accordance with the FAR, DFAR, NMCARS.

Analyze funding documents to ensure the correct color of money.

. Conduct Foreign Military Sales request for procurements IAW FAR to

Review drawings, SOW and additional technical data package (TDP)

documentation for Distribution Statement Classification requirements.

Review TDP containing drawings and assure drawings belong to the

Federal Government.

. Conduct acquisition type IAW FAR 13 for non-commercial and FAR 12 for

commercial acquisitions.

. Review evaluation criteria and source selection plans for 13.5

acquisitions.

. Analyze funding documents for funding type- Direct Cite, Reimbursable,

Indirect, CIP, Severable, Non-Severable, and Expiring Funds.

Process Acquisitions using the following software programs and Databases:

. SPS/PD2/ERP for Purchase Orders/Delivery Orders/Task Orders.

. Laserfiche used for Market Research.

Visteon Systems (formerly Ford Motor Company), Bedford, IN

1984 - 2008

Manufacturing Planning Specialist/Production Superintendent (2002-2008)

Provided leadership and coordinated daily manufacturing activities for 50%

of a 360,000 square ft. automotive supplier plant. 1100 employees; Annual

sales of $350+mils. Visteon's 2nd largest U.S. hourly employee (IUE) plant.

Certified Green Belt in Six Sigma problem-solving techniques with hands on

knowledge of lean manufacturing, inventory control, preventative

maintenance management.

Served as "acting"/on site plant manager every other weekend last two years

of operation. During that time, production's quality rating was 4 parts per

million and plant made $12 million in profit for the last six months of

operation in 2008.

Initiated labor reduction/process improvement in Windshield Washer

Reservoir area. Reduced by eleven employees over two shifts totaling

$384,000 labor savings in 2003.

Led cross-functional team in Wiper Module motor area, resulting in breaking

department constraint and reducing head count by five on midnight shift.

Analytical problem solver with a strong background identifying assembly

constraints, determining root causes and implementing corrective actions as

needed.

Exhibited teamwork and leadership on a daily basis by working with the

hourly and salaried workforces to exceed our customer's expectations of

component quality, cost and delivery, while ensuring a safe work

environment for all employees.

Proficiencies include providing clear direction with organizational goals;

data gathering/analysis; implementing systematic solutions that focus on

sustainable improvements with good controls; project management; and

communicating effectively with all levels on company strategies and

direction

Allocated labor on a daily basis, evaluated employee job performance

against approved work standards, provided needed coaching and/or

counseling, and dispensed appropriate disciplinary actions to department

employees, as necessary.

Proposed process & labor realignment of CVV department that following

implementation in 8/05 produced a 40% increase in shift productivity.

Results were achieved by minimizing the impact of prior production

constraints on end item pack line.

Midnight Shift Production/Maintenance Superintendent (1999-2002)

Lead and coordinated all production maintenance, quality, and shipping

functions.

Manager for all Production Operations, production support, preventative and

predictive, and facilities maintenance, Quality, and Shipping.

Trained and directly supervised 2 new production supervisors.

Selected by plant manager to manage/supervise midnight shift due to

increased plant volumes.

Expanded role to include production, quality control, shipping and

receiving, and maintenance, supervising over 90 employees in six

departments. Ensured productivity and quality metrics were met.

Consistently met or exceeded plant objectives for safety, quality, cost,

and delivery. Achieved zero loss time accidents.

Responsible for plant PM tasks competition, achieving over 90% for three

consecutive years.

Received an "Excellent Plus" Performance Review rating from Operations

Manager.

Ford Production System Coordinator/Project Manager (1996-1999)

Champion for plant implementation of Lean Manufacturing and Work Cells.

Lead plant implementation of lean techniques transforming production

operations from conveyor belt assembly to lean cellular operations. Budget

preparation, labor distribution, work standard development and maintenance.

. Developed implementation and rollout strategy for plant manufacturing

areas.

. Improved all plant metrics in designated pilot area by implementing

Lean Manufacturing techniques.

. Streamlined six belt drive lines into eleven work cells, resulting in

decrease of manufacturing floor space by 33% and reduction of required

finished goods warehouse space.

. As plant representative, shared best practices with Ford Motor Staff

at domestic and European (Ireland and Hungary) locations, successfully

implementing TPM and Lean techniques that aided locations in passing

division audits.

. Developed and executed timeline for rollout of Plant Lean

implementation.

Total Productive Maintenance Coordinator/Project Manager (1991-1996)

Plant champion for implementing all disciplines of Total Productive

Maintenance

. Headed five-person team that drove implementation of TPM methodology

earning plant recognition as 1st North American plant to achieve FTPM

Checkpoint "C" level accreditation.

. Chaired cross functional team responsible for identifying and

assigning preventative tasks and associated scheduling for all plant

equipment into plant's computerized maintenance system (CMMS).

. Project Manager for implementation of TPM, 5S visual controls, OEE,

and PM tasks, ensuring adherence to standardized work practices plant

wide.

. Developed TPM Effectiveness Rating for plant implementation,

eventually adopted throughout EFHD Division as well as other Ford

locations as best practice.

. By request, presented at various conferences(including Association

for Quality and Participation and Productivity, Inc.) regarding

Visteon's implementation of Total Productive Maintenance. Spoke at

NASA on team design and process.

Quality Action Team Facilitator (1987-1990)

Selected to serve on initial team of facilitators working with Bedford

plant's first work teams. Partnered with local union leadership to define

parameters for employee involvement. Drove development and execution of

plan for implementation.

. Trained all plant personnel in work team dynamics, leader training,

and problem solving that contributed to plant attaining Q1 Rating in

1988.

. Educated plant personnel on quality matrix and tracking performance to

objectives.

. Certified as Trainer of Work Team process.

Production Worker (1984 - 1987)

Tandy Corporation Radio Shack, Bedford, IN 1981 - 1984

Manager

Handled all aspects of store operation from employee selection and

training, inventory management to profit and loss. Promoted twice to

higher volume stores. Concurrently managed Terre Haute and Bedford stores

until replacement was hired. Achieved "Top Manager of Monthly Sales."

EDUCATION

M.B.A. Indiana Wesleyan University, Marion, IN

B.S. in Business Administration / Economics. Illinois College,

Jacksonville, IL

PROFESSIONAL DEVELOPMENT

Quality Assurance

. Statistical Process Control,

University of Tennessee

. Six Sigma Green Belt Certification

. Plant Internal Auditor for QS 9000

Team Building

. Train-the-Trainer Facilitator and

. Co-Leader Training Certification

. Work Team Trainer

Continuous Improvement / Total Productive Maintenance

. Implementation of 5S Visual Controls

. FORD Production System

. Lean Manufacturing

. Kaizen Training[pic][pic]

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