Michael Bible

Los Angeles California

256-***-****

acyvkr@r.postjobfree.com

Operations, Business Development & Supply Chain Executive

Expertise

Director/Vice President/COO Profit and Cash Flow Improvement

Six Sigma Greenbelt Compensation & Incentive Plan

Toyota Production System Sales /Business Development

Strategic Business Plan Creation Comprehensive P&L Responsibility

Global Supply Chain and Sourcing Aerospace/Automotive/MILITARY OPERATIONS and Efficiencies Improvements Industrial Engineering

Change Management/Transformation ISO 9100, NADCAP, SAP, Oracle

LEADERSHIP ATTRIBUTES

Hands on Management –Mentorship-Attention to Detail- Sense of Urgency

Strategic Planning-Team Communication

Professional Experience

SGL Automotive & Aerospace a subsidiary of Lufthansa Technik Group.

Leading providers of diverse OEM products and services to the worldwide commercial aviation, automotive and government/defense industries. Annual sales $3.5B with 5000+ employees worldwide. Corporate headquarters Hamburg Germany

.

Vice President of Operations 2014 to Present

Full responsibility for P&L and manufacturing for $70M+ revenue for 3 locations, Huntsville Al. Gardena Ca. and Sun Valley Ca. Product lines include carbon composites for automotive and aerospace outer and inner structures and repair and overhaul of narrow and wide landing gears.

Operations Improvements: Utilizing Toyota production systems manufacturing methods to improve OTD from 60% to 95% over 9 months by reducing WIP, increasing productivity and efficiency by converting production flow from a push to a pull system using a Kanban approach. This change made sure all departments were working the correct parts at the right time and eliminated operators from searching and losing time looking for parts. Efficiency and productivity improved 10% with this change.

Operations Improvements: Reduced employee turnover from 20% to 5% by designing and implementing an individual employee growth development plan designed to allow operators and engineers to grow and advance with financial incentives.

Operations Improvements: Established KPI metrics that focused on employee Safety, COPQ, Daily/Monthly production output, WIP Inventories and Monthly forecast budget.

Operations Improvements: Established daily production meetings to review and discuss key performance metrics.

Operations Improvements: Spearheaded multiple kaizen/JDI events to solve quality problems in the machine shop to reduce scrap, improve cost and reduce quality issues.

Crane Aerospace and Electronics

World class manufacturing provider and Industry leader for OEM suppliers in Aerospace Electromechanical Systems and Components. Annual sales $650M with 650 employees.

Corporate Headquarters Burbank Ca.

Engineering Manager 2013 to 2014

Hired to re-organize and improve depleted engineering department with special attention to operation improvements and cost reductions.

Engineering Improvements: Reorganized OEM and MRB departments into one central area to improve turnaround times and re-implemented RCCA by engineers instead of quality department.

Engineering Improvements: Strengthened 10-person engineering team by establishing goals and improvement strategies to enable them to reach their personal goals.

Operations Improvements: Worked closely with machine shop manager with a $1M CAP X project to purchase new state of the art Mazak 5 axis horizontal mill with ROI of 1 year.

Quality Improvements: Worked closely with VP of Quality to implement a travel team to better monitor and evaluate outside suppliers.

Operations Improvements: Spearheaded and owned 2 SMED and 5 problem solving/process improvement Kaizen events.

Propper International

One of the largest privately owned manufacturers for military and commercial technically advanced component parts and assembly for military and OEM suppliers for automotive, medical and aerospace companies. Annual sales $300M with 3,200 employees and nine plants. Corporate Headquarters St. Louis Mo.

Sr. Vice President/COO 2006 to 2013

Responsibilities included full P&L for military and commercial manufacturing in Puerto Rico and

Dominican Republic with nine plants, 3,200 employees and $300M in revenues.

Vision & Leadership: Created a vision for this business focused on the company's key strengths to provide expanded custom services to large customers and improved the infrastructure and sales processes to meet the needs of all customers.

Marketing & Sales: Spearheaded a 5-year business development plan and key initiatives to increase sales 25%, working closely with sales team the results achieved were exceeded by the 4th year of the plan by $4M.

Vision and Strategic Planning: Designed and implemented a strategic plan for consolidating 4 smaller Puerto Rico facilities in to a single 300,000 sq. ft. facility with verified savings of $750K per year.

Sales and Business Development: Established sales policies and best practices and led our sales team on implementing consistent methods to provide excellent service to our customers.

Operations Improvements: Introduced and implemented Toyota Production System Lean manufacturing principles in all 9 manufacturing sites, including driving and owning multiple Kaizen events for problem solving and process improvement projects.

Operations Improvements: Developed and implemented an employee bonus program based upon KPI performance metrics for all employees that resulted in efficiency and production gains in all departments.

Tennier Industries

U.S. military (DOD) contractor for military and commercial industries that include, aerospace, medical and automotive components and assembly. Annual sales $160M with 500+ employees 5 plants with 22 sub-contractors. Corporate Headquarters Pomona New York

General Manager 1980 to 2006

Joined start-up military supplier eventually identified as a “Best Value” contractor based on sophisticated operations and cost efficient processes. Served as a key member of the executive team that grew company into a $160M business with 500+ employees at five manufacturing locations.

Hired out of college as an engineer in a start-up company

Promoted to Plant manager 4 years later

Promoted to General Manager after company was awarded a $50M contract, I was subsequently given responsibility for the entire $160 million Business. This included leadership of a team of 500 manufacturing and business associates and 22 outside contractors.

Managed full P&L growth from $60M to $160M over the next 16 years and expanded from start-up to over 500 employees and 22 outside sub-contractors.

EDUCATION

Georgia Institute of Technology

Bachelor of Science in Industrial Engineering

PROFESSIONAL TRAINING

Toyota Production System Lean Six Sigma, (Green Belt)

ISO 9001, AS9100, TS16949, and ICH 10/ISO9001

Kaizen Methods for Continuous Improvement

Quality Manufacturing Practices (QMS)

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