Sign in

Plant Manager

West Bloomfield Township, Michigan, United States
January 16, 2017

Contact this candidate


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

West Bloomfield, MI 48322

(313) - 929-3010 - Cell

(248) - 862-6383 - Home


Seeking a position as a Plant Manager, where I can utilize my 15+ years of experience in Engineering, Operations, Lean Manufacturing, Materials Management, Product Assembly and Business and Human Resources leadership to: grow the business, capture market share by producing products that are best in class for quality with the lowest cost, and exceed customer expectations and to remain profitable by:

Utilizing Lean Manufacturing methods for Production / Quality / Program Management and Material management to drive Operational Excellence.

Improve overall product quality of all components produced or shipped, thus improving productivity, lowering material cost, reducing inventory and lowering total cost for product services.

Increase capacity for new products using lean methods, i.e. value stream mapping, Kanban, one piece flow, and waste reduction that will allow existing manufacturing floor space to be use for new products without Major Capital expenses to expand the current facility and additional human resources.

Bring products to market just in time for consumer use, thus increasing market share, and react to changes in consumer needs and desires with product changes, that reflect the consumer’s needs in a changing market.

Work to return higher dividends to shareholders or owner(s), and provide jobs for people in a global market.



Blow Molding / Fabrication / Union Relations / Capacity Planning & Scheduling/ Maintenance/Materials / Lean / TQM / Facility Management / Global Supply Chain / Kanban / Cost Control / Budgets & Forecasting / Assembly Line Balancing / ISO / Inventory Control / P&L


Developing Budgets, APQP/PPAP/ Control Plans/ Coaching, Supervision, Staffing, Project Management, Management Proficiency, Process Improvement, Tracking Budget Expenses, Self-Development, Planning, Performance Management, Inventory Control, Verbal Communication


Bachelor of Science: Western Kentucky University.


Graduate training in Executive Management from GMI and Henry Ford College of Detroit.

Other Training:

Program Management: APQP/PPAP/and Product Launch.


Statistical Quality Control / Advanced Statistical Methods for Manufacturing.

Value Stream Mapping for Productivity improvements.

Value Analysis & Value Engineering

Taguchi Experiments, Engineering for Quality.

Coaching the 8-D discipline Improvement Process.

7 Types of Waste in Manufacturing

5-s training for worker work spaces and process improvements.

Visual Factory.


Process Consultant: Bynum’s consulting (2012 – present)


Started up private firm to advise and educate clients regarding Lean manufacturing processes and uses in Production, Quality and Materials Management.

Senior Program Manager: TARDEC, US Army. (2009 – 2012)


Sr. Program Manager for the GVPM, (ground vehicle power and mobility) team.

Introduced new technology to PM- LTV / FMTV for improved vehicle performances and Warfighter Safety in the following programs:

HMMMV rollover mitigation and torque control to prevent vehicle loss of control.

FMTV rollover mitigation and torque control to prevent vehicle loss of control.

CVT – Improve Vehicle Fuel Consumption on LMTV to reduce the use of extra tanker to get to the theater.

LWMEU for ITV vehicles to be used to rescue and recover injury warfighter using on board Litter, and 360 degrees for ingress and egress for SPO Warfighters.

Operations Manager –SPD: TDS/ Logistics Automotive Sequencing Plant. (2005 – 2006)


Hired to be a key player launching a Brownfield start- up.

Run at rate was accomplished on time along with processes and worker certification accomplished.

Very low PPM’s and no customer complaints.

Managed 85 staff members and $1.5M P&L.

Materials and Purchasing Manager: Vitec, Blow Molding Plant. (2003 – 2005)


Established and Developed the Materials-Purchasing-Supplier development function within the new plant, leading to improved cost control and efficiency.

Implemented centralized purchasing system, bringing accountability to procurement of goods and services.

Used VA/VE methods to get a cross-functional team from the plant and the suppliers to re-evaluate current product design and manufacturing methods to reduce cost, using alternative materials.

Decreased inventory of blow-molded fuel tanks using Lean Methods.

Managed 10 employees and $2M P&L.

Diminished inventory to seven days, reducing material costs 40% using Lean and Kanban methods.

Launch Manager: American General. (2002 – 2003)


Assisted in the planning and organizing of a new plant started for the launch and Pre-Delivery and final assembly of the 2003 Hummer H2.

Run at rate was accomplished on time and processes and worker certification accomplished with very low PPM’s and no customer complaints.

Using lean methods and process improvements in Takt time vs. Cycle time, was able to reduce manpower and material cost, thus improving EBIT.

Insured all vehicles were shipped at pre-established customer satisfaction goals to insure J.D. Power’s customer survey targets for interior components were met.

Methods and Process Engineering Manager – Stamping: DaimlerChrysler. (1995 – 2001)


Implemented end-of-press automation reducing the use of hi-low’s by using AGV’s to move product to point of use.

Decreased changeover time for product changes from 180 minutes to 45 minutes.

Used Lean and Six Sigma methods, implementing improvements in throughputs, quality, and changeover time.

Managed a staff of 5 and $1.5M P&L.

Engineering Manager - Complete Seat Development: Johnson Controls, (1992 – 1995)


Developed production methods and processes in the manufacturing of polyurethane foam in head rests and improve trim methods for bonded seats.

Spent one year in Japan applying Toyota Production System.

Used Lean Methods to complete seat assembly improving quality, reducing waste and costs.

Key Accomplishment: Reviewed ways to remove waste and delivered higher quality seat assembly resulting in lower manufacturing costs.

Superintendent - Complete Vehicle Assembly: Ford Motor Company, (1990 – 1992)

Reduced end of processes repairs for electrical components by 30%, using in station defect detection and corrections. Not passing on assemblies that were not correct for final assembly, using Andon.

Improved factory /Dealer order status by assisting in the development and deployment of a computerized scheduling system that would track vehicle build status in pre-delivery prior to gate release.

Superintendent - Quality Control: Ford Motor Company, (1988 – 1990)

Two shift Operations - 230 employees, reduced line inspector by 50%, using in system methods for defect detection, (poke – Yoke) and allowed operators to control quality of products produced and not pass on defective products.

Using Statistical Methods for CNC machining of steering gears and components, reduced manpower and eliminated 100% inspection.

Introduced OCR, (optical character recognition) to the manufacturing process to simply scan bar codes to insure correct emission components were on the correct vehicle. Eliminated in house reworks and repairs.

Professional Affiliations:

American Society of Quality (ASQ)

Contact this candidate