Manager Injection Molding

DOUGLAS E. REYNOLDS

***** ********, ****** ***., ** 48316 248-***-**** ********@*****.***

PROFESSIONAL EXPERIENCE

Plant Engineering Manager

Grupo Antolin, Kansas City, Mo May 2014 to June 2015

oManaged an engineering group at a brownfield site, producing headliner overhead systems preparing the facility to launch 2 Ford vehicle programs and one GM program. The group procured, installed, and started up the equipment to meet mass production requirements

oCoordinated engineering activities and provided direction, assistance and advice to other departments in areas of engineering to facilitate the manufacturing process and improve customer satisfaction.

oCoordinated with corporate engineering personnel in the development of new process equipment : Schedules and manages the work of highly skilled engineering sgroup. Provided technical direction during the execution of engineering programs in accordance with company goals and objectives.

oOversaw the preparation of quotations for new business as needed.

oProvides direction, assistance and advice in the area of engineering to other departments to support and facilitate the manufacturing of the product and continuous improvement efforts.

oInitiated capital appropriation requests.

oParticipates in the development and preparation of budgets and forecasts for engineering related activities.

oManaged the maintenance of plant facilities and equipment to increase efficiency and promote a safe work environment.

oManaged the maintenance and procurement of all tooling and machine design ensuring the use of cost effective and quality equipment.

oActed as plant representative in dealing directly with customers related to engineering information, advice or problem resolution to meet customer standards.

oDeveloped, implemented and maintained engineering standards and specifications to ensure product quality meets customer requirements.

oAdministers direct supervisory activities for Engineering personnel including selection, hiring, training, performance evaluation, promotional recommendations and work schedules.

Ford, Allen Park, MI (A contract position with Kelly Services) Feb 2012 – March 2014

Supplier Technical Assistant (2012 – 2014)

Managed and verified suppliers ability to meet volume requirements for several vehicle platforms. Evaluated Capacity Analysis Reports verified when F&T are required by suppliers, track tool builds and ensure timing plans are met to attain PPAP as scheduled

oManaged and evaluated more than 8500 end items saving requested tooling.

oIdentified at risk suppliers preventing loss of unit sales.

Shaan Granite, Salem India (Owned mining rights ) August 2008 – Feb 2011

Chief Operating Officer

Developed and implemented manufacturing and marketing plan for an underperforming granite mine. Developed budgets and raised capital for the operation. Introduced the manufacturing team to lean manufacturing techniques, resulting in an improvement of manufacturing output from 20 cubic meters to 150 cubic meters of granite per month.

oEstablished EHS standards for the operation

oReduced lost time cases from 15 in 2007 to Zero in 2010

Automotive Components Holdings, LLC, Dearborn, MI

(Formed for the Visteon sites sent to Ford) June 2005 – August 2008

Senior Manager (2005 – 2008)

Directed the activities of the Manufacturing Business office,(MBO), the office had 12 analysts who were responsible for the capacity planning for 12 manufacturing facilities in North America. Part of the management team responsible for improving profitability, selling or closing the facilities..

oPrepared Memoranda of Information on each facility for potential buyers

oFormulated the strategy to consolidate operations of various facilities to improve each plant’s profit potential Worked with potential buyers to identify possible locations for the sold operations

oSeven (7) Facilities were successfully moved to new owners or closed.

oReduced the business office group from 12 members to 1 in 15 month

oEvaluated new locations and developed process layout for new owners

oPrepared Memoranda of Information on each facility for potential buyers

oWorked with other functional groups to devise sell or close strategy

oProduced market test letters for facilities slated to be closed.

oTrained personnel at sold facilities in capacity planning

oDetermined areas requiring improvement and drove the team to achieve major cost reductions which allowed ACH to lower the price to Ford, retaining threatened business, and maintain required rate of returns.

Douglas E. Reynolds PROFESSIONAL EXPERIENCE Contd.

Senior Program Manager, Manufacturing Business Office, Dearborn, Michigan

Program manager for fuel tank program on the Expedition/Navigator, Explorer/Mountaineer, Freestyle/Monterrey, and the Lincoln LS programs

Track and manage costs and timing for all programs; report monthly on status.

Maintain and drive action plans to close open customer and program specific issues. Use of standard open issues tracking.

Follow APQP and standard milestone-based launch process; drive the team to use across all programs.

Support Sales staff in screening and cost gathering efforts

Maintain accurate records of all product/process changes and their impact to cost.

Create and conduct proposal presentations for both regional and global senior staff.

Control expenses to meet budget guidelines.

Ensures that all departments are coordinating effectively to meet required program timing and cost delivery targets.

Maintain contact with all supporting departments to ensure high levels of program communication and deliverables are being met.

Elevate roadblocks to ensure timely resolution

Visteon Corporation (Spun off from Ford Motor June 2000), Dearborn, MI 2000 –2005

SENIOR MANAGER - May 2003 – August 2005

Led a team that introduced and implemented simultaneous engineering teams to expedite the design change process in 19 facilities in North America. Worked with Product development, Manufacturing, Purchasing and Quality to select and train team members

34 Simultaneous Engineering teams were created

$33.1 million in cost reduction were accomplished after two years

Duration to implement cost reduction idea reduced by 60% on average

DIRECTOR OF OPERATIONS, VISTEON INDIA OPERATIONS Apr 2000 – 2003

Had P&L Responsibility for an injection molding, assembly and bumper painting operation, and a Starter motor / Alternator facility.

Substituted for the Country Manager during his home leaves

Directed the effort to attain TS16949 for the India Operations

Introduced continuous improvement programs, Lean Manufacturing, 5s, and Six Sigma to work groups.

Mentored local employees to take leadership roles in both facilities

DIRECTOR OF OPERATIONS, VISTEON POWERTRAIN OPERATIONS July 2001 – Jan 2003

Directed the activities of a vertically integrated Power train plant making starters and alternators with 345 people, and a budget of $45MM.

Improved Power train financials from $3MM loss to $0.5MM profit

Reduced Alternator PPM from 147 to 0

Had zero loss time accidents

Developed local product design/development capabilities

Developed local suppliers from 15% of content to 72%

Left a projected $6.5M profit in 2003

DIRECTOR OF OPERATIONS, VISTEON AUTOMOTIVE SYSTEMS INDIA OPERATIONS April 2000 – July 2001

Had P&L responsibility of a Plastics Injection Molding and Assembly plant, with 254 people and a budget of $9.2MM. Eighteen Injection Molding Machines ranging in tonnage from 2500T to 135T were used to mold IPs Bumpers, Consoles, claddings. Instrument clusters as well, as climate control components.

Reduced IP assembly operation from 3 shifts to 2 to1.

Reduced Bumper painting operation from 3 shifts to 1

Reduced overhead cost from $5M to $1.2 M

Reduced bumper painting operations scrap rate from 8.2% to 1.3%

Ford Motor Company, Dearborn, MI October 1990 – April 2000

Quality Manager/Lean Manufacturing – Ford Motor Co. Utica, MI October 1998 – April 2000

Led the Supplier and Customer quality group that developed quality assurance and inspection plans to insure all products adhere to product development specifications and customer requirements. Established and enforced quality standards for all material entering and leaving the plant and implemented a vendor quality audit process which rewarded and or penalized performance.

Developed and implemented plan that reduced plant PPM from 414 to 62

Worked with manufacturing to reduce service PPM from 10000 to 35

Plant attained TS16949 certification

Technical Services Manager – Ford Motor Co Utica, MI June 1995-Oct 1998

Supervised a team of 8 process engineers, 6 maintenance supervisors and 87 skilled trades personnel, charged with improving process capability and equipment uptime and reliability

Improved completed maintenance from 38% to 86% Improved OEE from 48% to 80.3%

Saved $1.2 M by rebuilding 6 Injection Molding Machines in house

Reduced Woodstock operation from 3 to 2 shifts removing 28 operators

Engineering Supervisor – Ford Motor Co. Utica, MI October 1992- June 1995

Supervised 3 vehicle interior trim teams from concept to launch, and supported manufacturing launch efforts 90 days after launch. The program teams developed the manufacturing process, established the program budget, developed equipment specifications followed equipment build, run-off and installation on shop floor. Conducted run at rate and capacity verification and trained operators

Engineer – Ford Motor Co. Utica, MI October 1990 – October 1992

Supervised test cell and prototype shop, had 8 skilled trades and 6 hourly technicians. Developed and tested prototypes, conducted process simulations for new program launch teams. Managed budgetary and personnel resources to accommodate different program teams. The group conducted equipment run-offs for new programs at equipment suppliers, upon approval would install and train production personnel while supporting the launch.

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