Management Manager

BENEDICT C. UBAMADU, M.A.Sc

**** ****** ****

Cell: 423-***-****

Residence: 423-***-****

Chattanooga, Tennessee 37415

E-Mail: ********@*****.***

LRX: 423-***-****

https://www.linkedin.com/in/benedict-ben-ubamadu-84803015

Engineering and Design Management – Manufacturing and Plant Management – Positive Large Scale Change (Turnaround Specialist)

A results oriented leader with a solid track record of success with companies in varied industry groups and sizes. An exceptional solutions provider with keen ability to resolve complex technical and human capital issues, possessing a professional history reflecting success in automotive, academia and the corporate world.

PROFESSIONAL STRENGTHS

Profit & Loss Responsibility and Management

Large Scale Organizational Change Mgt. & Turnaround Specialist

Engineering, Design, and Product Development Management

Cross-Functional / Cultural Team Development and Leadership

US Government & Military Products Development

Executive Training and Development

Global Quality Systems Management, (ISO Systems)

ISO-14001-2004 Environmental Management System (EMS)

Strategic Business Planning and Corporate Development

Economic & Community Collaborative Development

Program & Project Management

Competency Based Management

ISO & Lean Systems Leadership

Customer Relationship & Sales Management

Strategic Partnerships

Automotive Product Launch Specialist

CAREER TRACK

Program Manager – Amphenol Tecvox – Huntsville, Alabama, 03/2015 to Present

Amphenol Tecvox is a global leader in the design, development, and delivery of quality automotive connectivity solutions.

Provides leadership and direction to the core teams and the staff of all support groups in setting and achieving program objectives.

Takes a leading role and be the focal point for product development and launch for both the customer and plant manufacturing on new programs. Responsible for budgets, tracks and controls all project costs in real time, ensuring that all chargeable costs are assigned to the customer and obtaining management approval for all cost overruns.

Achieves operational objectives by contributing information and recommendations to strategic plans and reviews; preparing and completing action plans; implementing production, productivity, quality, and customer-service standards; resolving problems; completing audits; identifying trends; determining system improvements; implementing change.

oManages multiple OEM projects from award through launch and beyond

oProvide technical and project leadership in directing a cross-functional and multidisciplinary team from concept to launch

oEnsures that all project deliverables and requirements are met

oEffectively communicates project status and proactively manages risk

oActs as primary interface to customer for all project issues

oMaintain project costs within the baseline budgets for BOM, tooling, and investment

oOperate and manage project within and according to redefined project budget

oDevelop and maintain project timing charts depicting ability to meet customer’s milestones

oEstablish countermeasures when the project deliverables are at risk

oCoordinates all corporate-wide resources required to effectively manage product launches and changes

Vice President Economic & Community Development - Chattanooga State Community College, Chattanooga, Tennessee, 2012 to 2014.

Chattanooga State is an educational institution that serves over 600 employees and 11,000 students on an annual basis. The College is ranked in the top 5% of all Community Colleges in the United States.

Managerial Responsibilities, I serve as a member of the President's Cabinet and Executive Staff. Assist the President on all projects related to Economic Development. Currently providing leadership and direction for the Economic and Community Development unit; the Volkswagen Academy; Continuing Education and Corporate; and the Small Business Development Center

Represent the President and the College in relevant Tennessee Board of Regents (TBR), Tennessee Higher Education Commission (THEC), and Southern Association of Colleges and Schools (SACS) policies, assist the President in collaboration with the Chamber of Commerce, the Manufacturing Association, Workforce Investment Act (WIA), the Southeast Economic Development District, and the Enterprise Center.

oCommunity College Consortium

oMember Volkswagen of America Chattanooga Plant Diversity Advisory Board

oThe Southeast Economic Development District

WIA (The Workforce Investment Act of 1998)

LWIB (Local Workforce Investment Board)

Tri-State Regional Workforce Alliance

Engineering Manager - Berry Plastics Facility - Easthampton Massachusetts, 2010 to 2012

Berry Plastics is a global manufacturer and marketer of plastic packaging products. The company operates over 80 global manufacturing facilities and employs over 25,000 individuals. Berry Plastics has annual sales exceeding $5 billion.

Managed new Product Development Team, Cross-functional group was responsible for; evaluating new product opportunities from a commercial and technical standpoint, developing new products to meet customer requirements, developing new product implementation plans, and managing implementation to insure successful product launch.

Directed efforts of In-Process Waste Reduction Team, comprised of engineering, operations and maintenance, representatives, initiated to identify root causes of raw material waste and implement corrective actions to reduce waste.

oComplete production support measured by plant scrap reduction EEF and MEEF

oProduct and Tooling Design and Development

oIdentifying and detailing potential Safety and Capital Improvements

Capital Equipment Installation Management, including:

Capital Proposals for each Project

Project Description and Tracking

Financial Justification, Anticipated Project Spending

Asset Definition and Anticipated Retirements

Management and Implementation of all capital projects

2006 – 2009: Global Quality & Engineering Systems Director – Heil Trailer International, Chattanooga, Tennessee

Heil Trailer is the leading manufacturer of Bulk Trailer Transportation Systems World Wide - $350+ Million, a leading subsidiary of Dover Corporation, a multi-billion global industrial company.

Senior staff position reporting directly to the President, tasked with the development and implementation of new globally based strategies, initiatives and programs

Successfully rebuilt the Heil ISO-9001-2000 Quality Management System (QMS) from the ground up. Achieved global recertification with Bureau Veritas Certification North America (BVC) for seven facilities on three continents. The system yielded no findings during the 2008 corporate wide surveillance audit

oThis effort included rethinking and rewriting the Corporate Quality Policy, updating of the Quality Manual and the establishment of Measurable Quality Goals

oOversaw the modification and upgrading of every element of the QMS System Globally, including the development of On the Job checklists (OJT) for every individual in the company, updating all forms, procedures and work instructions

oProvided and supervised outside vendors on Quality Management Training of Heil Employees, coordinating with Bureau Veritas Certification – North America (BVC)

oProvided surveillance audit support to all Heil facilities worldwide

Developed and Implemented the Heil ISO-14001-2004 Environmental Management System (EMS) achieving certification in the initial pilot plant Canuelas Provincia de Buenos Aires, Argentina. Total certification targeted for December 2009

Other Major Projects Include:

oGDP Goal Deployment Process or Hoshin Kanri Planning, a Strategic planning/Strategic

Management methodology, developed by Dr. Yoji Akao, that uses a Shewhart Cycle (Plan-Do-

Check-Act) to create goals, choose control points (measurable milestones), and link daily control

activities to company strategy

oDuPont STOP™ (Safety Training Observation Program) implementation planning and global

execution of this safety initiative

oPerformance Management Process, implementation of a competency based talent acquisition,

management, appraisal and succession system

oBench Marking, Leading the selection, coordinating and information capture and data analysis

of world class companies

2004 – 2006: Director – Program Engineering – Heil Trailer International – Chattanooga, Tennessee

Directed an engineering organization that provides Heil a competitive product portfolio advantage by concentrating on customer defined new product development programs that minimize schedule, budget, and resource risks, while applying sound problem solving techniques to take cost out of existing products to make them more profitable.

Overall responsibility for technical compliance to US Department of Transportation (DOT) hazardous materials connivance regulations

Certifying Design Engineer that resolves all technical issues related to design compliance to regulations

Coordinates centralized and regional engineering resources to address global /regional customer requirements

Lead the Phase – Gate Product Development Process (Heil PDS) to ensure innovation and new product design becomes a competitive advantage for Heil Trailer International

Identifies, tracks, and manages all VA / VE cost out initiatives

Coordinated technical engineering expertise to the customer service department to resolve customer inquiries of a technical nature as well as address warranty issues pertaining to product design

Counseled category managers in the advisability of introducing new products or variations of existing products in view of potential manufacturing or reliability issues

Provided historical perspective on engineering Heil/competitive products and relates lessons learned during the Heil PDS process

Lead, developed, and lead the engineering organization the fundamentals of Six Sigma and Lean manufacturing by instituting an in-house training/certification program

oApplied problem solving skills to change the culture of the engineering and manufacturing organizations

Coached and mentored the engineering organization in the use of Six Sigma problem solving techniques and supporting tool sets

Provided strong understanding of Lean manufacturing concepts and practical application of those concepts to eliminate “waste” from the manufacturing environment through value add/value engineering projects

Focused the operations on the manufacturability/repeatability of product

oAccomplished this through application of Value stream mapping and process documentation

oDeveloped an organization that quickly responds to product manufacturing problems on the operations floor, identify the root cause, make and implement corrective actions to eliminate occurrence of the quality/manufacturing nonconformance

Established annual department/team goals, and a procedure process/system that reports out on Critical Success Factors (CSF Metrics) to senior management and business units

Supported the Category Managers in the performance and accomplishment of their objectives to include integration of technology roadmaps into a Heil product development plan

Supported Marketing Manager in developing and sustaining the Value Base Selling Process

Oxford Automotive Corporation - Troy, Michigan, 1997 to 2004

An automotive Tier One supplier of Metal-Formed Products to Worldwide Passenger -Car and Truck Original Equipment Manufacturers (OEM)

General Motors Account Manager - Troy, Michigan.

Director Sales and Marketing - Stamped Components - Troy, Michigan

Director - Strategic Planning - Troy, Michigan,

Division President & CEO Creative Fabrication– Athens, Tennessee

Cooper Rubber and Tire Company Farmington Hills, Michigan, 1991 to 1997

Leading Tier One producer of body sealing, vibration controls and elastomeric technologies – $450 Million: Progressed though the increasing levels of responsibilities:

Director - Program Management - Farmington Hills, Michigan, 1995 to 1997

Engineering and Program Management Leader for the Chrysler Division Farmington Hills, Michigan, 1993 to 1995

Program Manager Chrysler Division - Farmington Hills, Michigan, 1991 to 1993

Harvard Industries / The Kingston Warren Corporation Farmington, Michigan, 1986 to 1991

Harvard is a Tier One producer of body sealing, rollformed and elastomeric technologies - $140 Million annual Revenue.

Program Manager

EDUCATION

M.A.Sc Western Illinois University, Macomb, Illinois

Emphasis: Manufacturing Management

Thesis: “Water Jet Technology Use and Application “

B.A.Sc. Western Illinois University, Macomb, Illinois

Emphasis: Industrial Engineering & Technology

Post-Graduate Studies

Heil Trailer International Leadership Institute 2006 to 2008

In-house MBA Program designed for the next generation of Company Leaders

REFERENCES & SALARY HISTORY

Available upon request

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