A. Darnell Montgomery actk40@r.postjobfree.com

*** ********* *****, ************, ******* 30214 734-***-****

PLANT MANAGER

P&L / Multi-Plant Operations / Six Sigma / LEAN / Quality / Safety / Budgets & Cost Control / Sourcing

Cellular Manufacturing / KPIs / Labor Management / CPI / Tier 1 Suppliers / OEM / Union Negotiations

With expertise in all aspects of manufacturing operations, I utilized Lean / Six Sigma methodologies to improve overall plant performance in both union and non-union environments. I have a solid record of increasing capacity and throughput, reducing costs and improving product quality, employee safety and manufacturing efficiencies. My expertise spans Fortune 500, OEM and Tier 1 suppliers. I am particularly adept at: Establishing manufacturing Best Practices for maximum productivity and goal attainment

Identifying and resolving difficult manufacturing issues

Re-engineering work flow and streamlining processes to improve functionality

Negotiating contracts to ensure lowest cost and highest product quality

Leading cross-functional teams across multiple sites

I hold a BA from SUNY at Buffalo. I am a Six Sigma Green Belt and certified in Lean Manufacturing, and Ford Production Systems from Ford Motor Company. I lead by example and consistently find ways to meet demanding production schedules to ensure profitability and customer satisfaction.

Selected Accomplishments

Launched 100 die sets in 18 months. Supplying metal stampings for 2 all new Kia models, 2 new Nissan, and 1 Honda model. Nissan, and Honda models added $18 Million in revenue for the plant.

Incorporated Lean concepts in press area. (Error proofing, TPM, FIFO).

Joined Sewon America just as press repair was being planned. Identified, and corrected root cause of $300K in press repairs.

Restored productivity after line speed increase. Joined Detroit Chassis just as they were implementing a 37% line speed and 27% manpower increase, causing a surge in overtime. Worked with cross-functional teams to rebalance workloads and resolve an escalation of product repair issues. Eliminated OT, saving $144K in 3 months.

Decreased PPM, increasing customer satisfaction. Tower Automotive OEM customer had rated a part at 11 thousand PPM for rejected material. Assessed issue with engineers, determining customer was using different locating scheme on part in question. Fabricated / installed new locating details, achieving a less than 100 PPM.

Redesigned work cell, improving production. Multiple handling of a product was required to produce shippable product, causing excessive cycle losses, scrap and rejects at Tower International. Led redesign of work cell, integrating all processes into one cell. Eliminated multi-handling, improved productivity and lowered cycle losses.

Improved plant performance. A Tower Automotive plant’s assembly line was being starved due to inefficiency at bottleneck operation. Led kaizen event with cross-functional team to develop / execute improvements. Increased efficiencies of bottleneck by 12% (42pph to 47pph), and plant throughput 10% (40pph to 44pph) in three weeks.

Reduced labor costs. Labor efficiency at Tower Automotive’s Meridian plant was 70% over budget. Implemented daily labor reviews in each department, along with weekly reductions in order to meet budgeted goals. Slashed manning levels 20% across the plant in just 60 days, saving $160K ($20K per week)

Career History

Sr Stamping Manager, Sewon America ($1Billion) largest Tier one supplier to Kia Automotive, 2014 to present. Managing all stamping operations of chassis and body components.

Operations Manager, Detroit Chassis ($28M automotive part manufacturer), 2013. Accepted short-term contract to manage assembly of stripped rolling chassis for RV / commercial van industry. Led 125 staff in unionized setting.

Tower International (formerly Tower Automotive), a $2B+ automotive parts manufacturer, 2007 to 2012.

Plant Manager (Meridian), 2010 to 2012. Managed plant operations for this non-union manufacturing facility. Oversaw production of automotive stamped welded frame and body components. Utilized LEAN in achieving $500K in annual cost savings. Led 160 staff and $52M budget with full P&L responsibility.

Plant Manager (Meridian / Madison), 2008 to 2010. Directed plant operations of two Tier 1 facilities, manufacturing stamped / assembled automotive components. Led startup operations, and continuous process improvements, using LEAN. Managed initial TS-16949 certification. Led 225 staff and $62M budget w/full P&L. Earlier roles include Plant Manager (2007 to 2008) and Operations Manager (2007).

Quality Consultant, H&S Manufacturing, 2007. Led team of four in repair of Class A surface (doors / hoods) for OEM suppliers, ensuring all quality standards were met. Also handled scheduling and delivery of materials.

Lean Manufacturing Manager / Asst. Plant Manager, Ford Motor Co., 2000 to 2006. Oversaw manufacturing and support services at Dearborn stamping plant. Ensured all KPI goals were met. Launched new sheet metal stampings / assemblies. Implemented LEAN principals. Led plant downsizing (1400 to 750 hourly employees).

Other roles with Ford: Area & Shift Manufacturing Manager, Engineering Superintendent, and QC Supervisor.

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