Maintenance Manager
Resume:
Martin Simard, Page *
MARTIN SIMARD
Kenosha, Wisconsin 53142
*********@*****.***
SUMMARY
A team-oriented and results-driven Operations Management Executive, with extensive experience in facility start-
up, automotive assembly, engine block machining, lost foam casting and fiberglass, equipment and facility
maintenance, and project management for a world-class, international company. Widely acknowledged as a strong
mentor, coach, and leader, leveraging strong leadership skills and a winning attitude to develop and motivate staff.
Possesses a proven track record of success in effective and efficient international management, capitalizing on solid
communication and interpersonal skills to ensure employee and customer satisfaction while facilitating company
growth, improved margins, and increased profitability at locations throughout the world.
Plant Management Production Planning Lean Manufacturing Model Mix
One-Piece Flow Operating Expense Budgeting Forecasting New Product Development
Inventory Management Six Sigma and Kaizen Total Productive Maintenance Strategic Planning
Sales and Operations Failure Modes and Effects Analysis Profit and Loss Management Capital Expenditure Budgeting
Cross-Functional Leadership Root-Cause Analysis Materials Flow Product Quality Planning
EXPERIENCE
BOMBARDIER RECREATIONAL PRODUCTS INCORPORATED Queretaro, Mexico
Director of Manufacturing, BRP Mexico, Composite Fabrication Center 2012-2014
Directed equipment installation and six-month operation start-up of new facility, using new fiberglass processes to
develop closed-mould technology for Personal Watercraft. Built and developed new operation team by managing
aggressive hiring plan, in addition to implementing job training and employee certification program . Launched new
product development lineup, developed strategic plan, and deployed key performance indicators and business
scorecards.
Held responsibility for building construction and defining infrastructure design, such as office layout, facilities
requirement, chemical storage room classification, material flow, equipment installation services requirement,
safety, and security system.
Met challenge of building facility at the same time as installation of production equipment and start of first
production validation, in accordance with new product development schedule, all within six months.
Developed and used new fiberglass technology application concept, closed mould, requiring learning new
system and processes not validated before in short period of time with new team.
Managed multiple teams simultaneously, including production, equipment project, and engineering.
Formulated and executed plan to hire and train 250 new operators in new jobs during six-month period.
Defined and validated new manufacturing process with new work instruction and time study.
Director of Manufacturing, BRP USA, Johnson and Evinrude Engines, Sturtevant, Wisconsin 2009-2012
Held responsibility for multiple site manufacturing operations, including outboard engine facility in Sturtevant, as well
as lost foam casting operations in Spruce Pine, North Carolina. Developed, implemented, and managed five-year
strategic planning to support company growth. Deployed problem-solving and Lean Manufacturing concepts.
Improved margin, reduced working capital, and managed $22,000,000 for operating expenses and $5,500,000
capital expenditure budget.
Followed daily performance for each facility and addressed everyday challenges.
Communicated with many outside customers, especially at North Carolina plant, with 60% of production for
clients outside company, and ensured happiness with products while encouraging exploration of new
opportunities to grow business.
Implemented five-year strategic planning for both facilities from core competency perspective and brought
stability and effectiveness to manufacturing operations as well as employees.
Martin Simard, Page 2
Handled $3,000,000-per-year investment in new machining equipment in Sturtevant and $2,000,000 per
year to go toward new floor infrastructures for Lean Manufacturing in Spruce Pine.
Designed, implemented, and debugged new Automated Guided Vehicle line concept for outboard engine
lineup, with $5,000,000 investment and 12 months’ time.
Supported new facility start-up in Dongguan, China, for small-engine production and managed assembly line
transfer back to United States to start producing small engine.
Established manufacturing governance, rigor, and discipline in daily communication and follow-up.
Plant Manager 2006-2009
Oversaw manufacturing operation of outboard engine facility, including block machining, engine and lower-unit
assembly, material handling, mix-model scheduling, and manufacturing engineer. Engaged in development and
implementation of daily metrics, including safety, quality, productivity, people and cost. Managed all maintenance-
related activities for main production facility and research and development center in Sturtevant and Waukegan,
Illinois.
Established Toyota Production System philosophy on floor and adapted tools, overseeing one-piece flow
manufacturing operation, total productive maintenance, mix-model assembly lines, demand schedule, working
capital management, Kan Ban, new product development gates, and daily management meeting.
Acted as new team leader, implementing tools in three-year period, with Sturtevant serving as mix-model
assembly plant model for company.
Achieved $2,000,000 in recurrent overhead savings and $3,000,000 in work in progress and raw material
where generated.
Director of Machine Maintenance Facility 2002-2006
Directed all maintenance-related activities for each outboard engine facility. Provided maintenance support via
transfer of best practices and philosophy to seven satellite facilities in Mexico, China, and United States. Held
responsibility for maintenance, repair and overhaul optimization, crib supply inventory level, part ordering, and
turnaround time.
Contributed to Sturtevant manufacturing layout and coordinated installation of all production assets.
Implemented and qualified sorting, simplifying, sweeping, standardizing, and self-discipline for quality
control, total productive maintenance, mean time between failures, mean time to repair, uptime, and operating
equipment effectivity best practices.
Selected, hired, and developed entire maintenance workforce, consisting of technicians, supervisors,
planners, and trainers.
ADDITIONAL EXPERIENCE
Manager of Machine Maintenance and Facility Engineering, 2001-2002. Oversaw 32 maintenance technicians,
as well as 12 office personnel, including engineers, trainers, planners, and supervisors. Managed $12,000,000 in
operating expenses and $5,000,000 in capital expenditures for three assembly lines, CNC machining center and one
research and development facility. Developed functional strategic plan, including vision, mission, short- and long-
term goals, action plans, and scorecards. Created and deployed maintenance, repair, and overhaul day-to-day
management concept via Quick Maintenance Interface.
Manager of Machine Maintenance and Facility Engineering, BRP Canada, Valcourt, Quebec, Canada, 1997-
2001. Oversaw 140 maintenance technicians, as well as ten office employees, including engineers, planners, and
supervisors, and five external consultants, including designers and AutoCAD technicians. Handled $16,000,000-per-
year operating expense and $2,000,000- per-year capital expenditure budgets. Facility Manager, 1995-1997.
Oversaw Valcourt Industrial Park, covering 1,000,000 square feet with seven different buildings. Handled
$6,000,000-per-year operating expense and $25,000,000-per-year capital expenditure budgets. Facility Project
Leader, 1993-1995. Developed and implemented full building maintenance program and five-year plan revamp
strategy.
IBM CANADA BROMONT, Bromont, Quebec, Canada, Mechanical Engineer, Research and Development, 1991-
1993.
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Martin Simard, Page 3
EDUCATION
UNIVERSITY OF QUEBEC, Chicoutimi, Quebec, Canada
B.S., Unified Engineering, specialization in Mechanical Engineering, 1990
PROFESSIONAL DEVELOPMENT
Courses and Seminars in Project Management, Team-Building, Six Sigma, Time Management, Mix Model, and One-
Piece Flow
CERTIFICATION
Six Sigma Green Belt, 2005
AFFILIATION
Alliance of Manufacturers and Exporters
COMPUTER SKILLS
Microsoft Office Suite, SAP Statistical Software
LANGUAGES
Fluent in English and French.
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