Customer Service Manager
Resume:
Matthew Patterson
********@*******.***
Objective
To obtain a management position in a growing company where I can apply my previous experience
in fabrication, assembly, plastic injection, extrusion, warehouse and warehouse management. To be
a team leader with honesty, dedication and hard work and to use my training in CIT’s PAT’s FMEA,
Lean Manufacturing, 5S, QS, ISO TS Quality control programs and inventory and cost analysis.
Most importantly, my goal is to achieve 100% customer satisfaction.
Skills and Abilities
Over 20 years in manufacturing from Automotive to consumer goods including Union and Non
Union environments, Union work force management, being on both sides of negotiations,
grievances, and employee problems. Skills include MS office suite, CNC machining skills, Forming
Brakes, 175 and 90 ton, Aluminum extrusion, Plastic injection, metal fab, foundry and automotive
machining and warehouse management skills. Lean Manufacturing trained, ISO 9000 9003, TS
16949, OSHA MIOSHA, CPR/1ST AID TRAINED, and led CIT's and FMEA's in all departments.
Work History
MEC Tube, Wayland, MI 6/2013 5/2014
Manufacturing Manager
• Managed 140 employees, 5 supervisors and 12 team leaders
• Ran daily production schedules
• Held Pre shift meetings with outgoing shifts to set up resources and gain knowledge of
priorities need for shipment that day
• Worked with plant manager and safety director to improve safety by installing safe
guards on machinery to prevent injury, reduced injuries by 30% over a 6 month
time line
• Increased through put by 40%, as well increased efficiency by 30% with new quality
control measures and training from manufacturing to welding
• Decreased scrap rate from 12% to 6% in less than one month by setting up team
leaders to review prints before release
• Held continuous improvement meetings
• Managed functional changes of welding to handle increased capacity
• Interviewed and hired 18 welders 20 production and machine operators as well as set up
training for all new employees
• Held daily customer meetings with customer service reps to help manage priority jobs and
expedites
• Assisted shipping dept. on priorities, helped set up daily 3PL, UPS and Fed Ex runs to satisfy
daily customer demand on new production and prototype work
DMI (Diversified Metals Inc.) Montague, MI 4/2012 5/2013
Production Supervisor
• Supervised 90 employees for an automotive production assembly plant
• Ran aluminum extrusion and knuckles for Ford, BMW and Chrysler
• Held daily pre production meetings with outgoing shift supervisor, technicians and team
leaders
• Through building cross functional teams, work cells and improved quality measures
production scrap rate was reduced from 4% to .5% per shift
• Help facilitate a 1.5 million dollar improvement to scheduling and output by
working with outside consulting firm
• Planned production based on priority and down machines and lined up resources for each
shift
• Supervised 10 team leaders, 5 techs
• Assisted in priority calls to make shipments and move production to other capable
machines if primary machines went down
• Led all shifts with the most output and held highest efficiency rating for 7 months
straight
• Under my supervision there were zero accidents reported over 12 months through
improved safety focus, communication and daily review
Center Manufacturing, Wayland, MI 3/2009 4/2012
Production Lead Supervisor
• Managed 60 employees, 3 supervisors and 5 team leaders
• Ran daily production schedules
• Increased through put by 30%, as well increased efficiency by 20% with new quality
control measures and training from manufacturing to welding
• Decreased scrap rate from 8% to 3% in less than two month by setting up team
leaders to review prints before release
• Held Pre shift meetings with outgoing shifts to set up resources and gain knowledge of
priorities need for shipment that day
• Held continuous improvement meetings
• Managed functional changes of welding to handle increased capacity
• Interviewed and hired 40 production staff 20 shipping staff and 7 welders and as well as
set up training for all new employees
• Responsible for daily safety reviews and improvements which reduced accidents by
3% per quarter
• Assisted shipping department on priorities, helped set up daily 3PL, UPS and Fed Ex runs to
satisfy daily customer demand on new production and prototype work
Meridian, Grand Rapids, MI 4/2008 2/2009
Plant Superintendent
• Ran second shift plant operations, managed 4 supervisors and 10 team leaders
• Ran lean 5S facility with 100% customer quality, plant cleanliness, and daily
organization of employee and production control efficiencies at 97%+.
• Championed a continuous improvement team with scrap reduction focus and
reduced scrap by 40% in less than one month
• Responsible for production shift schedules and assign resources to handle daily production
requirements
• Coordinate production teams ahead of shipping department for on time delivery
• Handled employee training, performance reviews, discipline, interviewing and hiring
• Through put increased by 7% over daily quota every night through off shift machine
scheduling changes
• Responsible for weekly and monthly safety meetings which led to reduced accidents and
increased operator awareness
Unifab, Kalamazoo, MI 4/2006 4/2007
Production Manager
• Responsible for all phases of manufacturing
• Implemented capacity planning and scheduling which increased through put by 25%
through warehousing finished goods one week ahead of schedule
• Scheduled resources around customer needs
• Ran MRP Legacy System to control processes
• Worked with management and engineering to develop new product lines
• Managed daily and weekly continuous improvement meetings
• Implemented Lean manufacturing and 5s
• Implemented a scrap and rework process to control cost and managed effective reporting
under production needs.
• Utilized root cause analysis which improved machine production and manpower via re
programming machines and utilizing existing material
• Worked with sales and vendors to order material, tooling and supplies
• Reviewed supplier score cards and improved supplier quality to match customer
requirements
• Worked with engineers to work on plant and work cell improvements
• Started and led the first continuous improvement team in the company
• Improved production outputs, reduced rework and decreased scrap by 30%
• Responsible for daily meetings to maintain customer satisfaction and on time delivery
•
Ranir, Grand Rapids, MI 6/2004 3/2006
Superintendent
• In charge of all Plant operations and personnel, responsible for 2 supervisors, 30 employees
and 5 6 departments during daily operations
• Led plant in efficiency through continuous improvements, 5s and team improvements
including Kanban and Kaizen events to improve production
• Ran scheduling, machining and adjusting resource requirements
• Responsible for training, safety procedures, efficiency and production standards
• Responsible for employee hiring including working with temp agencies
• Responsible for employee performance reviews, training, and disciplinary action
• Managed daily audit system, maintained corporate value system through leadership and
training
Swoboda, Kentwood, MI 09/2003 3/2004
Supervisor
• Supervised plastic injection molding machines (Arburgs/Battnefelds) and one highly
automated production line making various automotive parts for Ford motor company.
• I supervised 18 people
Siemens Dematic, Grand Rapids, MI 11/1986 5/2003
Supervisor 2001 2003
• Supervisor in charge of fabrication and welding in the Postal Automation plant
• Ran production schedules, handled all phases of employee responsibilities, scheduled
production around machine schedules, handled print errors, dealt with discipline of
employees, and kept a constant flow of fabricated parts into welding
• In charge of welding components for scheduled ship dates
Supervisor 2000 2001
• Supervised the AFSM assembly department
• In charge of assembly from frames to electronics and testing
• Managed 45 employees with same duties as listed previously
• This was an award winning product for the USPS
Supervisor 1995 2000
• In charge of departments cutting, paint line, receiving, maintenance, and shipping
• Most of this responsibility was in the machining phase
• In charge of all production of machines, employee outputs and morale, meetings, hiring,
terminations, interviewing, scheduling, payroll and time cards
• Held the highest efficiency rate of all 3 shifts, and lead cutting in low scrap dollars
• Also in charge of loading and unloading on trucks, inventory placement, stock pulls for
production and all phases of warehouse management
• Promoted from 3rd shift after 5 years, was moved to the postal development plant
Laborer 11/1986 1/1995
• Responsible for CNC presses, cut off presses, shears, and forming presses
• Became a forming brake lead man and trained new hires and ran all hot jobs or
development parts for the company
• Drove hi lo, sorted crates, tubs, and skids, into racking systems, pulled inventory and
delivered goods around the shop
• Printed work for shop workers and was also lead man for receiving department
• UAW committeeman for 2 1/2 years and handled grievances, arbitrations, and
company/union disputes
Education
Pursuing Bachelor's in Business Management
Cornerstone University, MI
Certificate
REI (Rapistan Education Institute)
Major: Management
Contact this candidate