Trevor S. Weaver

**** ******* **. **********, ** 47715 812-***-**** acz7yk@r.postjobfree.com

Manufacturing Manager: Manufacturing Operations

Manufacturing Manager possessing strong finance and business acumen, solid engineering background, and a commitment to achieving excellence on company objectives for safety, quality, cost efficiency, service, and regulatory compliance. Offering diverse experience in quality assurance, operations, and manufacturing, along with expertise in Toyota systems, lean manufacturing and continuous improvement principles in the production of large-scale vehicles and automotive components (both from computer design and out on the assembly floor).

Business Acumen: Intense focus on improving productivity and cost effectiveness with the ability to track and correct key performance indicators.

Effective Leadership: Strong supervisory skills to communicate with and engage cross-functional groups of employees. Proven ability to teach lean manufacturing techniques at all levels (entry level through manager)

Proactive Problem Solving: Capable of “thinking outside the box,” leveraging engineering knowledge to kaizen out issues and solve complex problems.

Collaborator and Communicator: Recognized as a mentor and trainer committed to bringing together cohesive and diverse teams to deliver beyond expectation.

Employment Summary

Masterbrand Cabinets – Ferdinand, Indiana April 2015 – Present

Manufacturing Manager

Lead assembly business unit in developing and executing manufacturing processes to achieve shared objectives across the cabinet making facility. In this role safety, quality, delivery and cost performance is measured while leveraging data to drive continuous improvement efforts. Responsible for driving results through effiency gains, balancing capacity to demand, managing labor, developing and leading a diverse team. 14 direct reports 350 staff

Led team to streamline the wall cabinet production line to be more efficient and thus was able to move out 6 employees positions to other lines.

Reduced safety recordables in assembly area thru various projects including behavior based safety audits.

Toyota Boshoku America – Princeton, Indiana Nov. 2014 – April 2015

Manufacturing Manager

Collaborate with cross-functional management team to plan and coordinate manufacturing activities for a 200K+ sq.ft. automotive component plant, with direct responsibility for operations of the weld department. Ensure all area Hoshin objectives and KPI targets are met; organize layouts for line changes; lead development of annual plan, budget, Key Performance Indicators (KPI), operating efficiency, and cost control. Support launch of products and participate in launch planning as member of senior leadership team. 12 direct reports 300 staff

Early projects in this role are focused on leveraging Toyota Production System (TPS) techniques to standardize processes, identify and resolve manufacturing issues, and eliminate waste to achieve maximum efficiency.

Tasked with providing direction and motivation to group leaders and supervisors focusing on safety, quality, efficiency, productivity, cost reduction, safety and health, and morale.

Toyota Motor Manufacturing, Indiana – Princeton, Indiana 2002 – 2014

Snapshot: Progressed through various leadership roles to manage 250 team members and 10 exempt supervisors for design, production, and assembly of Sienna, Highlander, and Sequoia models.

Assembly Assistant Manager (2012 – 2014)

Promoted to define and implement safety, quality, and productivity improvements, developing the skill sets of Group Leaders to ensure KPIs were well-defined and consistently achieved for all assembly lines. Interacted with Group Leaders, Team Leaders, and Team Members to gain insights into developmental and training needs. Managed projects and resolved issues of the main Hoshin; tracked KPIs; supported new model launches and process reductions to achieve maximum efficiency and productivity.

Achieved >$500K in savings, recorded measurable efficiency gains, and noted reduced quality issues by spearheading a project to replace air tools with battery tools in 2013. Gained senior level buy in to conduct in-plant trials; secured vendors; collected feedback; and selected Panasonic tools.

Achieved >50% reduction in reportable incidents within 6 months. Collaborated with Group Leaders to identify root cause and created an auditing system and checklist to provide training follow-up for new team members.

Substantially reduced downtime and improved employee safety when responding to major equipment outages: implemented ongoing project to create well-defined back-up protocol and gained buy in to run drills to test and refine procedures, which reduced average rear beam install downtime from 1 hour to < 10 minutes and 45 min. average downtime for headliner installs to < 15 minutes.

Credited with challenging current practices to identify areas of improvement and deliver continuous process improvements that positively impact quality, performance, and safety.

Assembly Specialist / Engineer (2009 – 2012)

Provided engineering support for production shop to meet KPI targets for Safety, Quality, Productivity, and Cost Effectiveness. Designed and developed tooling, jigs, and equipment to support production to design specifications. Supported new model trial activity and collaborated in the development of readiness plans for launch. Managed and monitored critical controls items such as tooling, process, and equipment capability to ensure repeatability. Developed standards and systems to help achieve KPI targets and meet design and regulatory requirements.

Developed extensive project management capability and financial acumen with experience in writing capital requests, bid specs, project scheduling, and equipment buyoff across multiple departments and with numerous vendors.

Served as project manager, guiding kaizen and process improvement activities. Tracked and resolved major issues and cross-shop investigations by implementing corrective measures that impacted KPIs. Reviewed, communicated, and coordinated the implementation of Engineering Change Instruction’s (ECI’s).

Selected as part of 10-person cross-functional team tasked with guiding ISO9001 accreditation for the entire assembly shop (2,000 staff). Achieved certification in 2012, which served to standardize plant procedures and create an accessible system of knowledge sharing that supported plant-wide best practices.

Assembly Group Leader (2002 – 2009)

Served as Group Leader over seven different assembly lines throughout tenure. Provided daily support, development, and resolution of concerns of team members and team leaders. Managed staffing, operating cost, and scrap while participating in daily report out meetings, production meetings, and hand over meetings. Served as liaison between senior management and staff and served as technical resource for assembly lines. Initiated and led problem solving activities such as Quality Circles, Jishukens, and TBPs.

AK Steel – Middletown, Ohio 1999 – 2002

Maintenance/Engineer Supervisor (2001 – 2002) Operations Shift Manager, Coating Line (2001 – 2002)

Managed 20 unionized staff on a rotating swing shift. Controlled the PM program, planning all maintenance outages for coating lines, outside shops, and contractors. Served as department manager as needed.

Caterpillar, Inc. – Decatur, Illinois 1998 – 1999

Operations Shift Manager Design Engineer for Truck Division

Supervised 100 unionized staff on the main assembly line. Developed capabilities as a mentor and trainer to teams with the ability to establish best practices in operation.

Education

Bachelor of Science, Manufacturing Engineering, Murray State University, Murray, Kentucky, 1994

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