Manufacturing Plant Manager

Paul Mottram

***** ***** ****, ***** *****, CA **886

Tel : Email:- *********@*****.***

Linked In URL :- https://www.linkedin.com/in/paulmottram

Summary

Results-oriented Operations/Manufacturing Executive with a strong track record of driving performance improvement. Thorough understanding and experience in lean manufacturing practices, with outstanding results including solid experience with Toyota.

Fully recognize the need for a “hands on” approach working with organizations to continually develop effective systems and processes and consistently drive the correct discipline and behaviors’ to improve bottom line results in Quality, Cost and Delivery.

Experienced in functional Operational roles also well versed in Six-Sigma and practical problem solving techniques, financial analysis, materials management, engineering, team-building and change management techniques. More than twenty years experience in a wide variety of manufacturing industries.

Professional Experience

Parco

Operations Manager -- Nov 2014 ~ Present

Reporting to VP Operations

Rubber Seals and Drilling Packing Elements

Parco Inc is an industry leader in manufacture and supply of Seals to the Oil and Gas Industry. With approx $90m in sales in 2015, Parco Inc employs approx. 400 employees and has manufacturing sites in multiple sites across the USA and Asia.

Improved On time delivery from Historic 70% to 97% for 17 consecutive months

Reduced Lead time for All Products from 8 weeks to < 3 weeks.

Restructure Organization to right size for current demand, reduced workforce by 40%.

Reduced late deliveries by 400 lines per month to < 6 / month

Restructured all Middle Management Goals & Objectives (standardized)

Implemented dynamic production schedule screens throughout facility to drive OTD.

PCC Aerospace – Stratoflight

Operations Director -- Jan 2014 ~ Nov 2014

Reporting to General Manager

Stratoflight was a recent acquisition to the PCC enterprise, specializing in manufacture & assembly of large structural wing and fuselage components for the aerospace industry. With approx $40 million sales 2015 Stratoflight employees approx.– 145 employees, in two facilities.

Developed a consolidation plan to in source 30+ machines and $16million revenue.

Restructure Organization to right size for current demand, reduced workforce by 20%.

Stabilized production processes after merger and 1 year later acquisition.

Stabilized all performance metrics under PCC 26 metric plan.

Stabilized variable cost under PCC structure.

Improved Machine Utilization by 30%.

Orchid Orthopedic Solutions - Arcadia facility

Plant Manager – Oct 2012 ~ Jan 2014

Reporting to General Manager Orchid California

Orchid owns and operates many facilities in the USA and Europe and is an Industry leader in the manufacture and assembly of Medical Implants. With sales in range of $250m annually the Arcadia facility annual sales of $20m and 120 employees specializing in complex micro machining and assembly of medical plate implants.

Grew Revenue 31% in 12 months zero increase in Labor

Improved Margins / Ebitda 6%

Improved On-time Delivery to 95%

Consolidated sister facility into Arcadia footprint through Improved layout.

Reduced lead time by 60% - 60+ days to <20 days

OEE / Equipment Utilization improved by 50% - 70~80% OEE.

Improved Revenue / Labor/Hr – 60%

Implemented Robust Policy Deployment systems - Cascade Goals & Objectives.

Developed Problem Solving Culture – Plant wide Daily Problem solving Events

Developed Daily Kaizen Culture – Aggressive Improvement Projects – All Levels, All Areas.

External Quality improved for <90% to >98%.

Internal Defects reduced to < 0.2%.

Orchid Orthopedic Solutions - Arcadia facility

Lean Manufacturing Leader – Dec 2011 ~ Oct 2012.

Reporting to Corporate Lean Leader

Develop & Rollout Orchid Production System Enterprise wide.

Implemented Plant wide Performance Management System – Corporate Standard.

Re-located 70+ machines to create FLOW.

Eliminate Batch Manufacture One Piece Flow Production.

Implement Pull Systems Between Functional Areas – Kanban system.

Implemented Lean Organizational Structure – Team Member/ Team Leader Ratios

Reduced Set up / changeovers to < 3hrs from >36 hrs

Created Visual Factory – Many Lean Tools – Setup Crisis Boards, Problem Solving Boards – Corporate Standard

Implemented Problem Solving Culture – Plant wide – Corporate Standard

Triumph Structures-Los Angeles – TSLA (Triumph Group Company) 3 facilities.

Lean Director – October 2006 – December 2011 (Relocation to Southern California)

Reporting to the President of TSLA (Sr. Executive Management Position)

Triumph group is a public company boasting 50+ facilities worldwide with $1+ billion in sales. TSLA is a group of 3 facilities manufacturing and assembling large structural aerospace / space components.

Member of Executive Sr. Management Staff.

Lean Facilitator for three (3) Sites

Active & Senior Member Triumph Group Inc of centralized Lean Team.

Process ownership for all New program Launches / Footprint Consolidation Initiatives.

Facilitator for Non Conforming Product Review Board and RCCA initiatives.

Responsible for All Supply Chain activities and interfacing of Supplier Improvement initiatives.

Primary Leadership Role in Continuous Improvement Programs and Corrective/Preventative Improvement Planning.

Primary responsibility for all Lean Training requirements and strategies.

Active member for developing Standard Training Material and Coursework for Triumph University

Development for E Learning Capabilities to support core Training Requirements

Primary role for Facilitating Strategy sessions for developing and implementing Annual Continuous Improvement plans.

Responsible for Ongoing accelerated “Hands-on” training for annual lean change agent Secondment placing.

Personnel ownership for College Interns.

Responsible for all Lean Budgeting requirements / tracking.

Facilitate daily cross functional Production meetings.

Facilitate Weekly 5’s Audits across organization

Facilitate Weekly waste walks with all Dept. Leads

Facilitator / Project leader for All Six sigma events

Primary role for all VA/VE customer initiatives.

Primary role to develop strategies to achieve Corporate Goals & Objectives – Operating Income, Inventory, Scrap & Rework

Key duties involve streamlining Process Flow & Value streams of all Product lines.

Implementation of Visual factory controls & techniques to support shop floor processes

Development and Implementation of a Robust Policy Deployment process.

Development and Implementation of robust Advanced Quality Planning Toolbox – Launch of New products.

Airbus UK (An Eads company) – Broughton, UK

Senior Lean Specialist -- 2004 - 2006

Reporting Directly to Head of Transformation Airbus UK.

Senior member of Airbus Production System team.

Primary responsibility for successful rollout of Airbus Production System business centers

Responsible for ongoing development of Airbus Production System training material

Active member of Airbus Lean Academy training & development team.

Senior Lean Specialist for Stringer Manufacturing Business

Senior Lean Specialist for Hawker Aircraft Manufacturing Business Center.

Facilitator and Project Lead for Relocation of Hawker Cockpit Assembly.

Senior Lean Specialist for all Supplier development initiatives worldwide for Stringer business center.

Lead & Personnel Manager for team of 6 Lean Change Agents.

Coach / Mentor Operations Manager Stringer Manufacturing

Facilitator for Daily Problem & Countermeasure Meeting

RWD Technologies – Worldwide.

Senior Lean Specialist – 1998 – 2003

Global Lean Manufacturing Consultancy.

Primary responsible for development & global rollout of Ford Production System.

Senior Lean Specialist – Ford European power train facilities

Team Leader – European Business Development – $3m Growth over two years.

Senior Lean Specialist Scandinavia Region – 3 years

Active facilitator – Ford Lean Learning Academy.

Responsible for initial customer interface – Deep Dive Analysis, Value Stream Mapping.

Senior Lean Specialist for Ford Motor, Unilever, Dyson, Volvo, Jaguar, Land Rover, Waterford Crystal, Ideal Standard.

Toyota Motor Corporation UK – Engine Facility (Deeside UK)

Team Leader Final Assembly

Team Leader Cylinder Head Machining

Group Leader Machining Dept -- 1992 – 1998

Reporting to General Manager

First team leader recruited – Engine facility green field site.

Active role in Installation of Final Assembly line.

1:1 Japanese mentor 2 years – UK & Japan based.

Facilitated Initial pre-production trials through all phases to full production ramp, 0~200,000 engines pa

Manufacturing representative for Installation of 7 machining lines.

Recruit and train for Single shift full production, Two Shift Full Production.

Facilitate daily Problem Solving Countermeasure sessions

Full Day to Day Personnel Management (20 ~25 staff)

Several significant TAKT time changes – re-layout assembly lines, cells.

Accountable for All performance metrics for machine shop. – Zero defects 12 months rolling.

Facilitated Team Member Development program – Training function.

Education

BTECH Diploma in General & Aeronautical Engineering – Royal Air Force College Cosford - 1987

Open University Diploma in Supervisory Management – 1997

Personal Information

Permanent resident of USA – Green Card Holder.

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