Sales Customer Service

Jim Stewart

**** * *** **** ** - Marlette, Mi ***53

989-***-**** - *******@*******.***

https://www.linkedin.com/in/jim-stewart-4216a048

Objective:

I am looking for a challenging position in plant management for manufacturing.

Professional Experience:

The Gemini Group - Metals (2015-2017) – Automotive, Agriculture, Energy, Machine Builder, Forge Tooling, Defense & Aerospace

Plant Manager

oFull responsibility for production, inside sales and the outside sales network for 3 subsidiary business units at 2 sites

GPMI North – Precision machining serving customers in a wide range of industries, focusing on Forge tooling, machine builder, OEM, defense, aerospace and oil & gas. .0001” to .0002” limits.

GPMI South – Production machining specializing in products such as hubs, rings, dampeners and other non-symmetrical production volume parts. Multiple automated cells that turn/mill, clean, gage, balance, RP dip and leak test parts.

Briney Tooling Systems – machine center tool holders offering repeatability and concentricity of .0002" or less from the tool shank to the bore. Builder and partner of the Velocity Smart Tool, optimizing feeds & speeds to achieve metal removal rates of as much as 1000 IPM.

oManaged and maintained over 110 CNC mills, lathes and grinders.

oLed 160 employees on 2 shifts at 2 sites

oLed a staff and support staff team of 32 in accounting, HR, engineering, sales, processing, quoting, scheduling, procurement, maintenance and production.

oCreated and adhered to a Business Plan for each business unit. Developed 5 year strategy that would dramatically increase sales and profitability, and create much needed stability for the workforce.

oIn the absence of technology investments, I developed excel tools and web-based dashboards to readily display the business results in real-time. This played a significant role in improving OTD and reduced make times.

oPurchased and implemented an MES system (Funnel Cloud) to provide real time and historical production data.

oReduced lead time from 6 weeks to 4 weeks, increasing sales by 20% with our existing customer base and helping us land new customers in similar industries.

oClearly defined roles & responsibilities. Developed EDP candidates (employee development program) to strengthen our team and provide clear paths for career advancement.

oFull P&L responsibility. Developed plant scorecard metrics, submitted annual budgets and developed facility and equipment capital forecasts.

oSuccessfully led the launch of a smart vibration technology for machine center tool holders with 4 partner companies. This was a very complex project with many moving parts.

oResponsible to manage sales director and the extended sales network across the US.

oSuccessfully salvaged deteriorating customer relationships through improved performance and multiple site visits.

oSuccessfully negotiated cost downs and stocking agreements with multiple customers to enhance our relationship and increase our sales.

oSuccessfully executed many difficult organization leadership changes to build up the strength and talent of the organization. Added key positions in engineering that were offset by a reduction or combination of roles, resulting in a net change of -1 to our indirect headcount.

oRemoved obsolete equipment to open floor space, and reduced burden rates though increased utilization of the newer equipment. This allowed us to balance the shift staffing more appropriately and lower our lead times.

oSuccessfully completed a company name & logo change to combine 2 facilities into one business unit with the same leadership team. This was a carefully coordinated plan between the staff, sales, marketing and the community.

oRolled out enhanced performance feedback and goal setting to ensure expectations were clear and results were SMART (specific, measurable, attainable, realistic, and timely)

Whirlpool – Cleveland, TN (2013 – 2015) – Consumer Goods

Fabrication Manager

oManaged the complete metal fabrication of high end cooking products in a low volume - high mix environment. We produced world class cooking products for the Whirlpool, Kitchen Aid, Jenn Air, IKEA, Amana and Maytag platforms.

oManaged 290 employees, 16 group leaders and 8 operations/engineering managers for a 3 shift operation – 7 days (4/10 schedule with weekend crew)

oIn the press shop, we fabricated cold roll steel, aluminized, galvanized and stainless steel on automatic and conventional presses. We had over 2300 active dies.

oThe CNC department utilized laser and turret blanking, manual and robotic tig/fusion welding, press brake bending, and a variety stainless steel finishing equipment.

oManaged a complex schedule for 2700 unique part numbers for 22 assembly lines just in time. Our assembly lines were sequenced in both batch & mixed model.

oResponsible for quoting, sourcing, PPAP, revisions and design for manufacturing (DFM).

oResponsible for all KPI metrics that rolled up to the plant level.

oFabrication improved overall OEE by 27% in my first 18 months, providing stability to the entire organization for make parts. We reduced overtime by 37% and consistently met HPU, CPU and FPY from a variety of targeted improvements. We successfully reduced our direct headcount by 38 employees through productivity improvements, eliminating non-standard work through automated capital equipment.

oI led multiple cross-functional teams & initiatives in improving production data collection, safety culture, tooling consolidation, blank nesting optimization, scheduling, inventory control, die shop performance, quality & scrap improvements, quick die change, training & testing standards and much more.

oWorked with numerous steel, lubrication, software and machine building vendors to improve contract rates and customer service performance.

oReduced our OIR (OSHA incident rate) by 57% in last 12 months from an aggressive safety plan that addressed multiple low standard processes and standard work.

oLed multiple new product launches from design to production part.

oPurchased over $5 million in capital CNC equipment & software processes through risk to business justifications and new product launches. These initiatives were possible by creating and selling a long term strategic plan to the corporate leadership in order to reduce spending on hard tooling and provide flexibility for future designs.

oMember of our CIO leadership pillar, aimed at changing the plant culture towards autonomous teams. I developed talent from all levels of my organization to meet and exceed our goals and expectations.

Orchid Orthopedic Solutions – Bridgeport, Mi (2012 – 2013) – Medical Device

Plant Manager

oProduced precision orthopedic implants, devices, assemblies and cutting tools from design and launch to machining, finishing, sterile and non-sterile packaging and shipping.

oManaged a team of 330 employees on 3 shifts. Directly managed all production managers with dotted line responsibilities to the staff, quality, maintenance, engineering, programmers, technicians, designers, quoting, scheduling, customer service representatives, sales, project managers, HR, purchasing, lean and financial departments.

oImproved all metrics including safety, growth, quality, delivery and cost. Improved and sustained sales and profitability over 20% in less than one year by executing strategic planning and problem solving using A3’s.

oImproved on-time delivery from 78% to 99.3% in 12 months. Created and executed an aggressive shop floor plan to rearrange equipment from a cellular single piece flow strategy to departmentalized equipment due to our high mix low volume environment.

oThis greatly reduced the time on the shelf for WIP and properly utilized the equipment more efficiently to drastically cut down make times.

oResponsible for maintaining the shop floor in “showroom” condition. Hosted numerous customer and local manufacturing team visits.

oMade capital investments in machines, processes, tooling and the building.

oCertified under ISO 14001 and FDA regulations.

oMachines and processes included swiss-style bar fed lathes, mills, fluters, thread grinders, laser & chemical etching - center less, surface, OD, ID and hand grinders - lasers, brazing & welding, stamping, roll form, blasting, tumbling, nitric & citric passivation, tin & chrome coating, EDM and more.

oOrchid Bridgeport has a diverse portfolio of products and machines, maintaining thousands of individual product types and launching several new product orders per week – a true high mix low volume facility. This is the largest and most profitable facility within Orchid’s 13 plants.

Romulus Engine - General Motors – Romulus, Mi (2003 - 2012) - Automotive

Senior Group Leader / Business Planner: V8 Blocks (2011 – 2012)

o(Includes all the group leader responsibilities listed below).

oResponsible to create and achieve annual business plan objectives that aligned with our plant objectives.

oManage and maintain all record keeping of employee files, change requests, production data, scrap budget, quality fast responses, PFMEA maps and many others.

oResponsible to forecast the schedule and order all castings and components to meet customer demand following just-in-time strategy.

oFacilitate objectives between machining, assembly, engineering, quality, maintenance, and plant leadership.

oMentor and train new supervisors.

Global Manufacturing Systems Lean Manager: V8 Machining (2008 – 2011)

oImplement all lean manufacturing strategies and innovate new creative processes to improve the business.

oCreated or revised all standardized work in V8 Machining to improve the process and strategy.

oUtilized my knowledge and experience on the machine floor to mentor, coach and teach processes such as: team concept, problem solving, constraint management, continuous improvement, standardization, 5-S, waste elimination, versatility and product quality standards to hourly and salary employees.

oTaught workshops in simulated work environment, waste elimination, problem solving and standardized work.

Professional Managers Network (PMN) Chairman: (2008 – 2012)

o(Leadership position in addition to my daily job)

oCreate and complete objectives to enhance salary involvement in people, business, and community efforts.

oLed a team of 12 volunteers to conduct events and activities that would create useful business tools, raise money for charity, increase vehicle sales, provide opportunities to socialize with all levels of management, and enhance our relationship with the community.

oTeams from each plant in NA competed against one another. We were recognized as “Best of the Best” 2 of the 4 years I served as chairman.

oIncreased membership from 40% to 98% by making it fun.

Production Maintenance Partnership (TPM) Mentor: (2007 – 2012)

o(Leadership position in addition to my daily job

oEstablish a pilot workshop format and presentation to educate and introduce the workforce to TPM. This pilot was adopted by all GM locations in NA.

oConduct workshops on every piece of equipment in the building involving all team members, skilled trades, management and engineering.

oSell the concept in a union workplace and transfer useful tasks from skilled trades back to the operator.

oMaintain, improve and expand the program to meet yearly requirements and ensure full utilization and understanding.

Group Leader: V8 Heads & Cranks (2004 – 2008), V6 Assembly / Machining (2003 – 2004)

oManaged groups as large as 60 and as small as 6 in my various assignments as group leader in lean manufacturing.

oEnsured safety, people, responsiveness, quality and cost metrics were met or exceeded.

oTrained operators to follow standardized work.

oInitiated team problem solving to continuously improve the process.

oConducted safety and quality audits daily.

oApproved time and vacation, assigned manpower, updated employee records, and determined production schedule daily.

oAdministered fair discipline according to plant policy and UAW contract as needed.

oResponsible to ensure five-S, housekeeping, TPM, and GMS objectives and standards were met. Responsible for communication at all levels.

Skills and Attributes:

14 years of manufacturing experience – broad experience in volumes, mix, processes, customers, industries and locations.

Excellent people skills with experience in team concept. Able to coach and teach effectively. Utilize people recognition tools whenever possible to instill pride in their work. Great communicator.

Have the ability to attract new talent and develop talent from within the organization.

Exceptional computer skills – created and maintained hundreds of documents used to visualize the business results for the plant floor and leadership team. Fluent in all Microsoft Office software, Outlook, SharePoint, OneNote, Google Mail, SAP, various MRP/ERP software, MES systems and Lotus Applications. Some experience in various CAD/CAM software.

Experienced in strategic business planning, goal setting and employee performance reviews.

Accountable for P&L, EBITDA, VPD, Costing and other high level business metrics.

Proven self-starter with the ability to motivate and lead others. Always maintain a positive attitude.

Comfortable and skilled as a presenter and instructor. Experienced in large and small audiences.

Participated in the launch & execution of new products and product upgrades/revisions.

Corporate training. (Lockout, hazcom, diversity, conflict resolution, ELA, Lean, SWE, TPM, etc…)

Completed Ana Russo’s “Communicating with an Impact” course studying human behaviors

Experienced in the purchasing, planning, installation, and qualification of new equipment and machinery. Led numerous capital business cases and implementations.

High level of mechanical ability and troubleshooting skills on diverse equipment.

Experienced in health & safety programs and quality systems. Trained as an auditor. Maintained numerous certifications (TS16949, QS9001, ISO9001, AS9100, ITAR & OSHA standards)

Intimate knowledge of lean implementation, Kaizen & Six-Sigma, and led as a subject matter expert in standardization and continuous improvement. Recognized for my key role in obtaining a lean implementation score of 98% for our plant – the best in the corporation worldwide (GM).

Problem solving expert – successfully taught and coached hundreds of employees using PDCA.

Quickly learn and adapt to many different roles within a group independently. Experienced and adaptable to various cultures and environments.

Innovative & creative. Winner of the 2009 and 2011 employee TV commercial contests in North America with GM.

Education

Flint Hamady High School (1993-1997)

Taylor University (1997-2000)

Hillsdale College (2000-2002)

Major: History (Bachelor of Science)

Other: Played collegiate football at both schools on a full athletic scholarship

Was awarded captain, All-Conference, and All-American – played semi-pro 3 years

References

Available upon request

Contact this candidate