James A. Brookshire

***** ****** **** **** *****, IN 46845 Mobile: 765-***-****

acz6pr@r.postjobfree.com

SUMMARY

Professional, motivated leader with over 20 years of experience, possessing proven abilities to achieve superior business results. A visible hands-on manager with experience in production, human resources, materials, engineering, finance, sales, tool and die and manufacturing operations with special emphasis on technical and managerial aspects in injection molding, metal stamping, sub/compact part assembly, multiple weld processes, rubber extrusion, metal fabrication, roll forming, and metal surface coatings. In addition, possessing a significant background in leveraging, performing and building relationships with multicultural, non-union and union employees to attain corporate business goals and objectives.

PROFESSIONAL EXPERTISE AND STRENGTHS

Personnel Development World Class Manufacturing Self Motivated

Lean Continuous Improvement Tools Kaizen Organizational Skills

Project Management Dynamic Leadership High Energy

Results Driven Visual Management Financial Acumen

Team Coaching KPI’s Strategic Planning

PROFESSIONAL EXPERIENCE

The Crown Group Incorporated 2016 to 2017

Metal Surface Coatings Company, Fort Wayne, IN

General Manager (101 total employees) 6/16 to 4/17

• Responsible for overall P&L and activity of a plant including E-Coat, Top-Coat, Part Surface Finesse and Sub/Compact Part Assembly Operations at high, low and customized volume needs, including support areas of Engineering, HR, Quality, Sales, Safety, Environmental, Finance, Materials, and Maintenance, two shifts.

• Metal surface coatings provider of E-Coat, Top-Coat and finesse for automotive, agricultural and industrial.

• Implementing key performance optimization initiatives through Crown’s Operation System (COS), SOP-10, using lean methodologies, incorporated into all facets of the plant. This opportunity is being fully integrated into the entire plant to reduce operational expenses. Driving the implementation of this process has successfully increased the contribution margin percentage from 28% to 38.4% in 2016.

• Spearheaded aggressive restructuring of business unit teams and production labor to meet Crown’s directed 2016 strategic labor targets. Reduced production and salary labor by 11%, saving $65K average per month.

• Directed successful launches of two major OEM platform programs in Top-Coat. This polyurea, automated-robotic process is the first of its kind, in the world, to be successfully introduced. The mass production cell is a highly complex, automated dry-spray application. Optimization of line activities, through CIT’s, led this line to averaging 1.2% rejects per day, aggressively reduced from 14.2% at system launch.

• Led RDM process, developing teams, using CIT’s in “Monthly Big 3”, increasing OEE by 5.9%, decreasing material usage by 4.7% and reducing variable expenses by 7.8%.

• Successfully met all safety goals and objectives in 2016.

OMCO Roll Forming Corporation 2016 to 2016

Roll Forming Company, Pierceton, IN

Plant Manager Operations (291 total employees) 1/16 to 6/16

• Responsible for overall P&L and activity of the plant including Roll Forming Lines, Welding Tables/Cells, Stamping Presses, Punch Presses, and Sub/Compact Part Assembly Operations at high, low and customized volume needs, including support areas of Engineering, HR, Quality, Safety, Finance, Materials, Tool and Die and Maintenance, three shifts.

• Manufacturer and supplier of heavy duty trailer assemblies/sub structures, light to heavy duty warehouse/storage racking and solar industry structures/frames/assemblies.

• Spearheaded and aggressively formed, led and implemented CIT teams across all shifts, improving plant OEE by 12% to best-in-class levels, as realized by the roll forming industry.

• Implemented key performance, evaluation and training program for Roll Form Set-Up Technicians. This was an optimization initiative, using lean methodologies and Six Sigma Black Belt principles, incorporated into roll mill line change over and set up processes. Implementation of this process successfully realized a reduction of overall scrap by 2% in its first month of integration, reducing annualized costs by $812K.

• Directed successful launches of 3 major 40~60-Ton Punch, Form, Roll and Cut lines, averaging 11% under budget and 3 weeks ahead of schedule.

• Successfully met all safety goals and objectives for 2016.

Quik Cut Incorporated 2015 to 2015

Fabrication Company, Fort Wayne, IN

Vice President of Operations (72 total employees) 4/15 to 12/15

• Responsible for overall P&L and activity of multi-site plants including Welding, CNC Laser Tables, CNC Plasma Tables, CNC Turret Punch Press, Brake Presses, Fabrication, Blasting, Painting, and Sub/Compact Part Assembly Operations at high, low and customized volume needs, including support areas of Engineering, HR, Quality, Safety, Finance, Materials, Tool and Die and Maintenance, two shifts.

• Manufacturer and supplier of barges, military utility bunkers/pits, utility terminals/towers/plates, automotive components, airline crossovers/walks, landscape assemblies, furniture company components and assemblies.

• Spearheaded aggressive restructuring of business and layoffs to meet all CEO directed 2015 strategic targets and objectives for completing business plans due to 43% sales revenue loss, including the challenge of change with my personal employment.

• Implemented key performance Kaizen optimization initiative. A CNC plasma table was incorporated into a welding work cell. This opportunity was integrated into the Plant 1 weld shop, successfully reducing operational expenses by $95K per year, using Kaizen, Takt Time and VSM.

• Enhanced and led a reduction in job processing time by 9%, deceasing operational/raw inventories by 11%; implementing 5S, material batching, one piece flow and part sequencing lean initiatives.

• Successfully met and exceeded all safety goals and objectives in 2015.

Federal Mogul Corporation 2012 to 2015

Automotive Parts Plant, Avilla, IN

Plant Manager (147 total employees) 6/12 to 3/15

• Responsible for overall P&L and activity of Injection Molding, Sub/Compact Part Assembly, Stamping and Automated Socket/ Harness Operations at both high and low volume needs, including support areas of Engineering, HR, Quality, Safety, Finance, Materials, Tool and Die and Maintenance, three shifts.

• Aggressively met all corporate targets and objectives for completing the Avilla Plant closure. The project was complete by the end of January 2015

• Manufacturer and supplier of sockets, wire harnesses, pre-molded sockets, terminals, terminated wires, stampings and back-plates.

• Multi-site responsibility, supporting company on requested changes and initiatives.

• Successfully exceeded all safety goals and objectives in 2014 with plant closure in process.

• Aggressively reduced safety incident rate by 56% for 2013, through daily “One Point Lessons”, Gemba walks and injury/area Pareto analysis.

• Led and assembled high performance Kaizen team to increase plant output by 23% in pieces per hour.

• Spearheaded a reduction in overall plant scrap by 34%, saving over $240K for 2013, using CIT and SMED initiatives.

• Successfully reduced Customer Complaints by 41%, using DMAIC, SW, PSM and concern/area Pareto trend analysis.

• Reduced expedited freight costs by 44%, adding over $40K to bottom-line for 2013, using Kanban, SW and PSM.

• Enabled a successful reduction in overtime by 53%, saving over $120K for 2013.

• Integrated critical performance measurement tool (MMA) to focus resources and Kaizen activities to improve Red Ink margins of plant from 9% to 16% for 2013.

• Aggressively improved fixed costs for plant by 18% in 2013.

Midway Products Group (Hudson Industries) 2010 to 2012

Automotive Parts Plant, Hudson, IN

Plant Manager (312 total employees) 6/10 to 5/12

• Responsible for overall P&L and activity of Stamping, Sub/Compact Part Assembly, Welding and Roll Forming Operations at high volume and service needs, including support areas of Engineering, HR, Quality, Safety, Finance, Materials, Tool and Die and Maintenance, three shifts.

• Manufacturer and supplier of hitches, hinges, brackets, rails and stampings for body-in-white, emissions, powertrain, structural and seat needs for OEM’s.

• Elevated overall inventory turns by 25% - WIP 28%, RAW 42%, PUR 31%, FIN 19%.

• Delegated and successfully implemented visual / physical controls through Kanban’s, physical racking and Cycle Loss Audits, reducing cycle losses by 43%, using Lean Principles.

• Implemented $820,000 in cost savings to achieve customer LTA.

• Reduced overall plant scrap by 19%, using MRB, visual management and CIT’s.

• Led and assembled high performance Kaizen team to reduce containment area and part containment list by 47%.

• Integrated critical performance measurement tools (DOS) to focus daily resources and prioritize CIT and Kaizen activities.

• Aggressively reduced overall customer PPM’s from 28 to 7 for Toyota, winning award.

• Improved plant OEE by 6% - Weld 4%, Prog 14%, Roll Mill 28%, Line 8%, using Lean methodologies.

Hyundai Motor Manufacturing Alabama, LLC 2005 to 2010

Automotive Assembly Plant, Montgomery, AL

Stamping Operations Plant Manager (125 total employees) 7/05 to 6/10

• Responsible for overall activity of all Stamping Operations and JIT volume needs, including support areas of Engineering, Quality, Safety, Tool & Die, Maintenance and Production, two shifts.

• Established, implemented and coordinated the development of the total operating system; including Safety, Quality, Cost, System Reporting and Continuous Improvement.

• Responsible for planning and directing the layout of equipment, work flow, and work force utilization for efficient and effective plant operations.

• Facilitated reduced panel rework ratio levels by 41% and Top/End coil scrap by 83%, making HMMA best practice plant.

• Directed successful launches of 3 major vehicle programs, averaging 9% under budget and 4 weeks ahead of schedule.

• Achieved all expense and project budget targets by 11% or better each year running, including start up.

• Successfully implemented visual and physical controls on incoming coil steel, saving $2.1MM, increasing the inventory turn rate by 50%.

• Spearheaded key implementation of Hyundai DDTZ Program metrics, processes and procedures for department, which reduced defects to internal and external Customers’ by 32%.

• Stamping lead all manufacturing plants with 18 months of 0 recordable injuries.

• Achieved 1st place in Harbour Award North America for 2009 in Extra Large Transfer Press for SPH, PPH and HPV.

• Achieved 1st place in Harbour Award World Wide for 2010 in Extra Large Transfer Press (83 plants worldwide) for SPH, PPH and HPV.

• Enabled a decreased in overtime by 36%, implementing cross functional rotating training schedule.

General Motors Corporation 1997 – 2005

Marion Metal Fabricating Center, Marion, IN

Transfer Press Area Manager 5/04 – 7/05

• Responsible and led all activities for Transfer Press Business Unit.

Leadership of 7 C-Size and 2 B-size Transfer Press Systems, supplying over 21 customers.

Production Throughput Coordinator 7/03 – 4/04

• Responsible for the improvement activities, tasks and daily initiatives of Safety, Quality and Throughput for 2 B-size and 3 C-Size transfer presses, supplying over 19 customers.

Production Throughput Coordinator 1/03 – 6/03

• Responsible for the improvement activities, tasks and daily initiatives of Safety, Quality and Throughput for 2 B-size and 3 A-Size transfer presses, supplying over 18 customers.

Technical Support Supervisor Mechanical Device / Die Trades, Transfer Presses 1/02 – 12/02

• Provided production support, maintenance and troubleshooting of transfer lines and part dies, relating to part control, forming, cutting and handling of parts from input to output.

Technical Support Supervisor Maintenance, Tandem Press Lines 2/01 – 12/01

• Directed maintenance, troubleshooting, and problem solving activities and projects for

5 Footprint and 4 Conventional Tandem press lines.

Technical Support Supervisor Maintenance, Blank & Shear 10/99 – 1/01

• Provided maintenance and troubleshooting support for all production and project activities for 12 blanking lines.

Maintenance Supervisor 2/98 – 9/99

• Orchestrated daily, weekly and monthly assignments for electricians and pipefitters for entire plant. (64 electricians and 56 pipefitters)

Controls Engineer 4/97 – 1/98

• Designed, retro-fitted, debugged, facilitated new systems and processes for Footprint Tandem, Conventional Tandem and Blanking presses.

Earlier Professional Experience

Rapid Design Engineering Group 1996 – 1997 Contracted to General Motors Production and Engineering Facilities, Anderson, IN Design Engineer - Design, build and test prototype generator and ignition systems for new car programs.

Instrumentation Engineer – Design, build and implement test equipment for starters, generators and ignition systems.

Delco Battery 1994 – 1995

Internship – Co-op, Muncie, IN

Process / Project Engineer – Enhanced efficiencies and quality standards for battery assembly.

Production Supervisor – Headed Plastic Injection Molding, Terminal / Pre-Case Assembly and Encapsulation Departments.

EDUCATION

Tri State University, Angola, IN

Bachelor of Science, Electrical Engineering 1996

Kettering University, School of Engineering and Management, Flint, MI

Masters of Science, Manufacturing Management (Lean Manufacturing Studies) 2003

Masters of Science, Operations Management 2004

Foundations of Manufacturing (PQCDSM, QCD, 5S, 3J, 3A&2P, 3U, VSM, VM) 2006

Quality Engineering, Assurance & Project Management Training (Preferred Sourcing) 2006

Foundations of Quality (DDTZ, Zero Defect, Preventive Management, Error Proof) 2007

Employment Law, Harassment, Tech Law and EEOC Training (Ogletree, Deakins LLP) 2007

LTA & Cost Recovery (5S, Visual Management, SW, CITs, EP, Flow, WE, Lead Time) 2010

Contingency Planning and Training for Manufacturing Operations 2011

Employment Law, Unlawful Harassment and Supervisory Training (H, B & T LLP) 2011

DuPont Safety Training Program (S.T.O.P. - Safety Training Observation Program) 2012

World Class Manufacturing – Methods & Tools (F.A.P.S) – 30 Points to Implement 2012

IPFW Continuing Studies Course Lean Manufacturing (SMED, C/O Muda, 5S, SW) 2013

ECi-M1 Manufacturing Breakthrough Bootcamp Continuous Improvement (T, L, S) 2015

HONORS / MEMBERSHIPS

Councilman and Member IEEE 1993-1996

National Dean’s List Award Recipient 1994-1995

Indiana Electric League Scholarship Recipient 1995

Most Improved Electrical Engineering Student Award Tri-State University 1995

Inductee and Member of National Order of Engineers 1996

Received Dean’s List Awards and Recognition, Tri State 1994-1996

Received Dean’s List Awards and Recognition, Kettering Universities 2002-2004

Metal Fabrication Division – Most Improved Plant 2004

Consumer Reports Top Pick Santa Fe 2008

1st place Harbour Award North America 2009

Emerging Manufacturing Excellence Plant of the Year 2009

1st place Harbour Award World Wide 2010

JD Power IQS Most Improved 2010

Toyota Supplier of the Year 2011

Fort Wayne Chamber of Commerce CEO Roundtable Member 2012-2015

Most Improved Plant – Lighting Division 2013

Manufacturing Excellence Award 2014

COMMUNITY INVOLVEMENT

Adopt-A-Highway 1995-1996

Grant County Mission 1998-2000

Salvation Army 1999-2000

Make-A-Wish 2000-2004

YMCA Prattville Football and Basketball Coach 2006-2008

Toys for Tots 2007-2009

Montgomery Area Food Bank 2007-2009

Destiny Church Playground Build Project Leader, Lot Usher 2009-2010

YMCA Parkview Football, Soccer and Basketball Coach 2011-2017

Huntertown Lions Club Baseball and Softball Coach 2014-2015

Pine Hills Church – Volunteer, Children’s ministries, food bank 2012-2017

Pine Hills Church – Love in Action Executive Board Member 2016-2017

Contact this candidate