Manager Manufacturing

JOHN LAWSON

*** ***** ***** **, ****** Hill, TN *7034 931-***-**** ************@*****.***

SENIOR OPERATIONS MANAGER

Results-driven leader with extensive experience streamlining operations to impact organizational profitability for a variety of world-leading manufacturing corporations. Process development expert adept at evaluating work styles/procedures and implementing best practice operational enhancements. Team builder skilled in empowering and motivating individuals at all corporate levels to achieve peak levels of performance and reach common goals. Proven track record of success in implementing Lean Manufacturing principles to deliver consistent bottom line improvements. Areas of expertise:

People Development Lean Manufacturing Training Manufacturing Systems Development

Contract Negotiation Organizational Restructures Operations Management Recruiting Employee Relations

Process Assessment/Evaluation Kaizen Toyota Production Systems (TPS) Continuous Improvement

Executive Leadership Team Building Cross-Functional Communication

PROFESSIONAL EXPERIENCE

VOITH INDUSTRIAL, Cincinnati, OH Mar 2013 to Dec 2015

Global supplier of Maintenance, Engineering and Industrial services

Project Manager, US Operations

Lead business development segment focused on Facilities Maintenance and Engineering

Secured over $45 Million of new business in the Automotive sector

Developed a new platform required for the team to enter new business

Expanded the team’s capability in the maintenance and engineering areas to support growth

Developed an operating system detailed layered audit process to support goal achievement and best practices sharing.

TEAM SOLUTIONS, Taylor, Michigan November 2011 to Mar 2013

Global supplier of industrial services working in North America, United Kingdom and Asia.

General Manager, US Operations

Profit and Loss responsible, including Production, Sales, Quality, Human Resources and Health and Safety.

US Operations year end in black for first time in 10 years as a result of implementing lean operating principles

Increased sales by 1.5 million with the major contributor being organic growth

Zero lost time accidents 2012 YTD, 75% reduction in recordable accidents during same time period

Corporate leader in Operating Platform conformance

MAGNA EXTERIORS & INTERIORS, Concord, Ontario July 2010 to November 2011

Automotive supplier with 269 manufacturing operations and 84 product development, engineering and sales centers in 26 countries on five continents.

Director of Manufacturing

Assist with struggling manufacturing facilities worldwide to train and facilitate best practices, including the Lean Production System. Assist local plant management to improve systems and processes to ensure quality, productivity and yield, ultimately improving the bottom line.

Located in Sulzbach, Germany for over 1 year. Achieved a 5% improvement in overall first run and individual FTQ. Improved Volkswagen FTQ by 40%, Land Rover by 15% and Opel by 10% while stabilizing 5 new product launches

Reviewed European plants to bring best practices to their operations and improve overall profitability

Performed a site assessment/risk analysis in Turkey on a greenfield joint venture

Liverpool England assisted under achieving plant. Working with local management to improve Paint, Engineering and Quality operations. Gains include an overall 15% improvement in FTQ and capacity gains of 20%

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Alabama Operations Management Institute (AOMI), Birmingham Alabama 2008-2010

AOMI was intended to raise the skills of business leadership in the state of Alabama, by providing training involving the role of a company’s leadership in successfully implementing a sustainable operating system. The one fundamental difference of the AOMI program versus other training is the Leadership Content. Past participants and host companies of this four week training course include: Eberspaecher, Inteva, Velcon, Teledyne Continental, Economic Development Partnership of Alabama (EDPA), Jay Midsouth, Nucor Steel, ZF Lemforder, Inc.

Director of Operations

Guide organizations through the challenging process of creating, implementing and sustaining a Lean Production system.

Focus on the role of the leader with an outcome of embedding the lean thinking process within leadership of organizations.

Improvements for Customers included:

oImproved capacity by 20% due to process improvement and reduced inventory by 1 million

oReduced process steps by 14% due to implementation of lean practices

o15% improvement in productivity achieved.

TOYOTA MOTOR MANUFACTURING, Ontario, Canada 2007-2008 (1988-1993)

Car manufacturing facility supplying 250K units annually for the world’s number 1 automaker.

Assistant General Manager

Ran a 250-member team to direct plant operations, processes, materials sourcing, and equipment, encompassing paint and plastics operations, facilities management, capital spending, and environmental engineering. Provided continuous hands-on oversight to maximize safety, quality, and productivity, mentoring and coaching engineers to ensure the proper execution of long- and short-term strategic engineering plans.

Improved quality measurement and monitoring, enhancing proactive protections against the progression of defects down the line, with the institution of intelligent process monitoring (IPM) across multiple production applications.

Slashed rework rates 60% and reduced materials scrap/waste up to 15% through the strategic IPM initiative.

Brought plant into full regulatory compliance with equipment upgrades while maintaining capital spending budgets.

Enhanced ergonomics with strategic automation programs.

Appointed to special project leading a production readiness initiative and as a coach/mentor to production management for a new plant launch.

MERCEDES-BENZ U.S. INTERNATIONAL, Vance, Alabama 2003-2006

Manufacturing facility supplying 170K units annually for sale in North America and 134 countries worldwide.

Senior Manager

Directed process engineering/integrity and overall facility production reliability, consulting with senior executive leadership to set, implement, and manage daily requirements to meet long-term project and site milestones. Additionally managed site-wide capital budgeting and ensured location adherence to corporate documentation standards.

Led a $600M, 2M square foot facility expansion to double production capacity, overseeing 1K contractors while maintaining production levels at existing facility.

Boosted value-added work content 40% and raised operator efficiency 38% in 2 months with a complete station-by-station Kaizen evaluation and process rearrangement, maintaining zero defect outflows throughout transformation initiative.

Cut operational costs 15% year-over-year, achieved landmark rates of paint, assembly, and body shop efficiency, and reduced ergonomic injuries 15% 2 consecutive years with strategic process analysis/application programs.

Recognized for outstanding leadership and performance with appointments to a joint Mercedes/Chrysler common process initiative, as liaison to The University of Alabama Co-op Program’s board, to the Mercedes Car Group global benchmarking team, and as the president’s delegate to the Mercedes Production System Team.

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FAG KUGELFISCHER GEORG SCHAFER AG, Ontario, Canada 2000-2003

$2B manufacturer of wheel bearings, strut bearings, water pump bearings, and related assemblies.

Vice President of Manufacturing

Headed all manufacturing operations with full profit and loss accountability for 4 North American facilities, directing production, quality, materials, purchasing, engineering, and maintenance. Aligned daily production priorities with key metrics and long-term strategic plans, provided direction and support to production floor supervisors, and served as a key member of the executive leadership team.

Established a proprietary corporate operating system modeled after the Toyota Production System (TPS).

Led the successful consolidation of North American automotive and industrial manufacturing facilities.

Reduced headcount 19% while achieving 20% productivity gains and maintaining $250M in sales, instituting a comprehensive employee communication, education, and life-support strategy for exiting team members.

Lowered customer complaints 70% over 2 years with a complete organizational restructure reducing waste, enhancing communication, and establishing a single point of contact for customers.

CAMI AUTOMOTIVE, INC., Ontario, Canada 1993-2000

Joint venture of General Motors and Suzuki specializing in the manufacture of sport utility and compact vehicles.

Director of Manufacturing Operations

Managed turnkey stamping, welding, painting, and assembly operations as well as management of the plant/facilities and the Suzuki production system office. Provided daily oversight of safety, quality, and productivity, maintaining an active, visible presence on the production floor to identify and rectify equipment bottlenecks and areas for process improvement.

Delivered corporate cost targets while increasing productivity and boosting workforce morale by rallying a formal team of hourly workers to identify and implement improvements in quality, productivity, cost, and safety.

Achieved 2 consecutive, 3-year labor agreements, reversing a history of strikes and poor relations, without disrupting production or eroding the team-based culture.

Secured 3 consecutive years of “best in class” vehicle quality awards, breaking a 6-year losing streak, by restructuring a paint team to empower individuals with accountability, ownership, and problem-solving tools.

Consistently promoted through the manufacturing ranks, from Paint Assistant Manager to Paint Manager, Assistant Director, and Director of Manufacturing Operations.

CAREER NOTE: Additional roles include positions as Lead Manufacturing Engineer for TOYOTA MOTOR MANUFACTURING, Assistant Manufacturing General Manager for MAGNA INTERNATIONAL, Senior Manufacturing Engineer for LIBBY OWENS FORD, and as Systems Design Installation Coordinator for SERVAIR, INC. Details available upon request.

EDUCATION & TRAINING

Degree in Mechanical Engineering Technology

Sheridan College, Brampton, Ontario

Toyota Production Systems

Toyota Motomachi Plant, Japan

Production System Leadership, Vehicle Development, Launch Management

Mercedes-Benz

Behavioral Analysis, Coaching and Mentoring, Executive Leadership

Development Dimensions International, Inc.

Additional training courses including TS Lead Auditor training, Dupont Behavioral Based Study, Finance for Non-Finance Executives, Joshi-Ten/Ergonomics & Time Study, Lean Manufacturing/Waste & Production Time Reduction, Management by Objectives, and Targeted Selection Interviewing.

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