Injection Molding Manager
Resume:
Michael T. Jenkins
Harlem, Ga 30814
************@*****.***
Objective
To obtain a leadership role in a manufacturing facility that will provide an opportunity to utilize my expertise in lean principles and team building skills while at the same time eliminating waste through a team environment by improving profitability. My Technical background and hands on approach has helped me achieve high-quality results that meet and exceed customer expectations
Experience
Sept 14 – HP Pelzer Thomson, Ga
Plant Manager
Managing 275,000 square foot Injection molding manufacturing facility employing over 370 people with $58 million in annual sales. Supported my General Manager in managing the plants day to day operation. Took this challenge on to improve the Operation for the families and the communities future.
Managed with full responsibility of the P&L with one first month improvements
Developed an improvement plan to increase the profitability of the plant
Injection area was running 18 -21 shifts per week in order to run 10 shifts of injection business. Understood the roadblocks and inefficiencies. Created the team to correct the issues and get back to normal conditions.
Created a plan to extrude product internally instead of purchasing on the outside.
Improved inefficiencies in foam clamp area which allowed our company to take over new business
June 12 – Sept 14 Thomson Plastics Thomson, Ga
Plant Manager
Managing 250,000 square foot Injection molding manufacturing facility employing over 370 people with $52 million in annual sales. Supported my President in growing our business to open two other facilities. Plant previously never manufactured for the automotive industry and now have three automotive customers. This took a major change in culture and urgency.
Managed with full responsibility of the P&L with huge improvements within the second month.
Managed takeover business with 100% success in both OTD and Quality
100% success of all launches and new business including automotive
Improved uptime through urgency, waste elimination, planned PM program and developed TPM program
Supported self - empowered teams to run their areas with metrics and KPI’s
Led the way with others for a major culture change and style of running business.
Led the team to achieve TS16949 certification.
Supported cost reduction program that contributed 1.2 million to the bottom line.
Being a seasonal business plant had always had a negative EBITDA for July and as a total for the 3rd Quarter. Both were accomplished changes to profit.
Restored a positive reputation for the company in the community.
Managed the plant with the responsibility of 370 families not 370 employees.
Developed a management team to continue with business as usual with my departure
September 10 – June 12 Engineered Plastic Components Rantoul, IL
Plant Manager
Managing 300,000 square foot Injection molding manufacturing facility employing over 150 people with $28 million in annual sales. Manufactured interior hard trim components and paint process including press side assembly.
Managed with full responsibility of the P&L
Created annual budget for Rantoul facility
Launch Manager for Mitsubishi Outlander Sport for all interior trim
Managed takeover business with 100% success
100% success of all launches and new business
Improved uptime through urgency, waste elimination, planned PM program
Improved changeover times by 40% by creating standard work and waste elimination
Improved First Time Quality and Built In Quality by improving process and driving accountability.
Plant won “most improved supplier” award from primary customer
November 09 – Aug 10 Thomson Plastics Thomson, GA
Plant Manager
Managed the Operations team through the peak season. This period is most critical time to make or break the 2010 business plan based on sales in a seasonal business. This was the first peak season after consolidating two plants into one plant. While conquering these challenges the sales had increased by 20% of what Thompson Plastics and the customer base had forecasted. One of the big challenges was supporting the peak was to recruit and train both direct and indirect personnel. Successfully launched new business during this period. Launched 28 new injection molds including stack molds as a first time for our company. Reduced changeover times by 35% by creating Standard Operating Procedures, eliminating the waste, and breaking down internal and external work of each changeover.
September 08 – November 09 Baxter Enterprises Winchester, TN
Plant Manager
Managing 300,000 square foot Injection molding manufacturing facility employing over 160 people with $30 million in annual sales. Manufactured interior hard trim components and soft touch paint process including press side assembly, including a robotic paint operation.
Restored reputation with the customer base for On Time Delivery and Quality.
Through detailed action plans the team has reduced scrap by 40%.
Identified many streams of waste and drove action plans to head our company toward a profitable place.
Reduced 95% of all overtime by FTQ improvements and machine uptime.
Implemented a waste elimination program with all employee involvement.
Reduced Finish Good Inventory by 30% and Work In Process Inventory by 40% through Quick Changeover Program, FTQ, and developing a higher sense of urgency mentality.
November 06 – Sept 08 Cadence Innovation Hillsdale, MI
Plant Manager
Managed 140,000 square foot Injection molding manufacturing facility employing over 200 people with $20 million in annual sales. Manufactured interior hard trim components and soft touch paint process including press side assembly.
Developing a team of skilled individuals which included replacing ineffective employees.
Established goal setting specific objectives and a performance evaluation process which were not previously in place with the management team along with clear expectations that they are cascaded throughout the organization affecting 200 families.
Achieved positive EBITDA by August month end close after plant had experience negative EBITDA for previous seven months.
Implementing a plan to achieve TS16949 requirements and restore Q1 revocation with weekly meetings to measure effectiveness.
Met with each customer to develop a working action plan to restore on time delivery for service product.
Developed an action plan to exit TRW as a customer which will improve profitability and open capacity for profitable business by building banks to support six months customer requirements for service parts.
Developed an action plan to successfully launch three GM561 instrument panel components by February 2008.
Improving communication with all employees by holding round table discussions and town hall meetings making every individual part of the business.
May 2005 – November 2006 Collins & Aikman
Plant Manager Athens, TN
Managed a 320,000 square foot Injection Molding / Soft Trim / Assembly facility with over 400 employees and annual sales of $120 million in addition to a sequence facility located near customer.
Managed safety, quality, cost performance and delivery measurables.
Consolidated the Nashville product and processes into the Athens plant meeting full customer quality qualifications and timing. Scope of project was an incremental addition of $15 million in sales and the successful closure of the Nashville Plant.
Successfully graduated GM Quality System Basic Program and removed plant from the condition of being on new business hold.
Restored TS16949 certification that had been previously revoked.
Developed a reputable relationship with the Steel Workers Union which had been previously in disrepair.
Implemented an employee driven cost reduction process which yielded $1.2 million in savings.
Manufactured in line vehicle sequencing for fully built door trim and instrument panels to customer.
Implemented start up room on the floor which drove all daily measurables, public accountability and visual factory where all employees were aware of performance metrics and action plans.
March 04 – May 2005 Pentair Water, Pool and Spa Sanford, NC
Site Operations Manager
Managed 225,000 square foot manufacturing facility employing over 380 people with $170 million in annual sales. Responsible for six product lines including filters, pumps, above ground systems, heat pumps, valves, and cleaners. Manufacturing processes include injection molding, fiberglass preform and molding, brazing, painting, and assembly. Developed weekly inventory review and financial performance review, weekly and month to date transactions and P&L reports to identify business issues, opportunities, drive accountability and implement action plans. Implemented Lean Manufacturing principles.
25% increase injection molding capacity
Implemented Lean Manufacturing principles achieving cost reductions
Supported 20% growth rate while improving Customer On-time shipping performance
Established regular financial performance reviews to identify variances from operating plan, business issues and opportunities and to implement action plans
Manufacturing processes include injection molding, fiberglass perform and molding, painting, and assembly
September 2002 – March 2004 Collins & Aikman Columbia, MO
Plant Manager
Managed a 140,000 ft2 facility that employs over 300 people with $72 million in annual sales which produces instrument and door panels for Ford, Chrysler and Mitsubishi. Manufacturing processes include injection molding, dry casting PVC shells, painting, foaming and assembly. Developed the plant Annual Operating Plan and established a regular review process to drive adherence to the plan. Worked with our team to meet our financial objectives through very aggressive action plans with accountability to meet these plans and dates. Lead our Management team by following Lean Principles and other systems that have been implemented within our organization (QS 9000, ISO 14000, APQP). Supported our community by teaching Lean Manufacturing to Society of Women Engineering and other manufacturing plants within our region. Other regular responsibilities include weekly financial review with plant Controller and VP of Manufacturing, driving our plant’s cost reduction team, conducting monthly customer visits, quarterly town hall meetings and supporting daily roadblock meetings for production areas.
Sept. 2000 – Sept 2002 Collins & Aikman (Formerly Textron Automotive) Columbia, MO
Operations Manager
Managed injection molding, manufacturing, and assembly of instrument and door panels (skin and foam). Lead operations in the launch of instrument panels for Chrysler, Lincoln, and Mitsubishi. Launch the assembly of three instrument panels on one assembly line. Implement and lead operations in the Lean principles in the following elements: Value Stream, Level-Pull systems, TPM, Quick Changeover, 5S and Visual factory.
July 1994 – September 2000 Textron Automotive Rantoul, IL
Business Unit Manager
Managed the Injection molding department of 28 injection presses ranging from 500 ton to 3000 ton. Responsible for processing, scheduling and tooling. Launched several instrument panels as well as shoot and ship parts with press side assembly from scuff plates, quarter panels, fender liners and lift gates. Paint and no paint parts. Injection department has 120 employees with a 3-shift operation. I was able to compliment running this business due to my very strong technical skills.
Education / Training
University of Illinois - Business Courses
University of Kentucky - Lean Manufacturing
Lean Manufacturing for Management - Textron
Several Injection processing and tooling seminars
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