Manager Project Management
Resume:
Scott Mosher
Kokomo In *****
mailto:acztwx@r.postjobfree.com
HR. Leader
Operations Improvement Project Leader Manufacturing Leader
Multifaceted, innovative Production and Quality Management professional with experience in Operations, HR, Safety, Quality, Engineering, Cost Analysis and Strategic Planning. Consistently successful in delivering strong cost reductions, improved efficiencies and overall client satisfaction; demonstrated expertise in the implementation of cost-effective, cutting- edge production management methodologies, with specialization in manufacturing processes.
Project Management Interviews/Onboarding/Discipline/Benefits/Payroll
Human Resource Management QS9000 / ISO 9002 Certification
ME (Manufacturing Excellence) DMAIC (Define, Measure, Analyze, Improve & Control)
OEE (Overall Equipment Effectiveness) OSHA/Regulatory Compliance
IDA=R (Information, Decision Action=Results)
TMS (Total Maintenance System)
Manufacturing Operations Team Leadership / Training
P&L NCE- Nestle Continuous Excellence
Cultural Change- GEMBA walks SAP experience
KPI’s GMP
Cert of Completion Leadership Development Series
Completed Team Trek PROFESSIONAL ACHIEVEMENTS
Management
Project Management experience, ITP transmission assembly Plant 300 million project and Masa Plant install- $3.5 m, Masa building construction 7m total construction /install- $10.5 million (Greenfield project) and Aggregate Bin construction $550000
HR retention, benefits, and employee relation
Onboarding, New Hire orientation, ADP, timesaver and Kronos1
Implemented Vorne system, OEE and ME
Implement 5 Fundamentals (Safety, Housekeeping, Preventive Maintenance, Quality and Production)
Implemented Standardized Work Instructions and developed training manuals
Managed department budget, reducing expenses 47% by decreasing overtime and reducing scrap
Consistently exceeded performance goals using plant business plan metrics of Safety, Quality, Delivery, Cost and Morale
Changed Culture and Safety Priority in the plant
Worked on DMAIC (Define, Measure, Analyze, Improve and Control) team to reduce the amount of waste in packaging. Results were 30% decrease in the amount of waste and 22% decrease in waste in processing
Using lean manufacturing methods reduced the quantity of damages by 15% and saved the repack department thousands of dollars a week by reprocessing the damages
Eliminated 3 of the top quality and scrap problems while using tools learned through DMAIC problem solving. Heat treat problems, total of $8.5 million dollars in savings
Developed tracking system to monitor production and shipment of transmissions while enabling plant to quarantine suspect units
Implemented a procedure to proactively test for defects that previously could only be detected at vehicle assembly plants or by end users
Piloted 5S systems in all Plants
PROFESSIONAL EXPERIENCE
2/2015 – Present Northfield Block, an Oldcastle Company- General Manager
Project management of Cap ex. Masa Plant construction and install (10.5 million project) Aggregate Bin install (550 thousand. Project.)
Manage a $30M, 35-acre site with 3 plants, 4 lines and 2 shifts also manage another 25 acre site with 3 buildings.
Cultural Change Agent
P&L management, HR responsibilities, Production Responsibilities, Sales responsibilities and OSHA/ Regulatory Compliance
2011 scrap @ 10%; 2016 scrap @ 3% and dropping
ME/OEE Leader
Increased Production by 35% in the block plant, increased production 25% in Paver Plant and increased production in the Tumbling plant by 68%
Manage all HR activities from Hiring, terminating, discipline, onboarding and benefits
Improved housekeeping, yard, R&M and overall facility
Implemented train the trainer on site
3/2012 –2/2015 Pilkington/NSG – Operations Manager
P&L Responsibilities
Managed all aspects of operation Maintenance, Production and Quality
Implemented 5 fundamentals (Safety, Housekeeping, Preventive Maintenance, Quality and Production)
OEM leader
Cultural Change Agent
Focus on cultural change across 850,000 SQ ft glass manufacturer
Manage production Operations in CBG, Furnace, VA and Shipping
Achieved KPI targets each month and raised goals
Plant wide developing and guiding a new management direction, Implement 5S and visual manufacturing
Furnace 5S implementation, cutting lines and Advanced Assembly
Preventive Maintenance 52 week accountability board
Mentoring new supervisors and directing the maintenance activities for projects on nights
Visual manufacturing
Culture change (team concept)
Problem-solving
SQDCM (Safety, Quality, Delivery, Cost and Morale) is my focus
5/2011- 3/12 NESTLE USA, Production Manager Mt. Sterling, KY
P&L responsibilities
Interviews/hiring/ termination, payroll and benefits
NCE- Passed gate assessment
Pilot 5S Project
Lead a team of 245 hourly employees, 8 supervisors and 3 Area Managers in Quality, Safety, Cost and Morale in Processing and Packaging
DMAIC (Define, Measure, Analyze, Improve and Control) team to reduce the amount of waste in packaging. Results were 30% decrease in the amount of waste
PI (Process Improvement) Pillar
Drove DOR and WOR for tactical and strategic plans
Coach SHOW boards
Maintain current KPI’s and introduce more aggressive KPI’s
GSTD problem solving
Participated in TEAM TREK
10/2010- 5/2011 FAMILY DOLLAR DISTRIBUTION Department Manager Morehead, KY
Shipping and Repack
First three months, took Repack Department from seventh in network to number one out of all DC’s by implementing the 5S system
Shipping Department- meeting expectations and timing on shipping loads, quality and safety
Bulk Department- meeting expectations in timing, quality and safety
Managing a team of 20 + employees in the repack department
Promoting a proactive mindset not a reactive
Consistently meeting production, safety and quality goals
Encouraging and influencing the culture of the company to the employees
Working with catalyst, argent and WMS systems
06/09- 05-12 FARMERS INSURANCE GROUP, Lafayette, IN
Start-up agency (Indiana and Kentucky)
Assist customers in their personal and financial well being
Coordinate Insurance plans that fit customers’ needs
Compute the payments and payment schedules for customers
CHRYSLER LLC, KOKOMO TRANSMISSION PLANT, Kokomo, IN
Kokomo transmission plant is located on 110 acres and contains 3.14 million square feet. This facility produces Front Wheel Drive and Rear Wheel Drive Transmissions for Chrysler, Dodge, and Jeep vehicles.
04/93- 06/09- Hourly employee, Quality Supervisor, Quality Area Manager, Distribution Area Manager, Dept. Manager and Production Manager
Greenfield Project experience- $300 million project building construction to install at ITP 1
P&L Responsibilities
Interviews/hiring/ termination, payroll and benefits
Managed 6 area mangers, 12 department managers and 23 supervisors
Managed 320+ hourly personnel in production areas
Consistently met and exceeded safety, quality, delivery, cost production and morale objectives
Heat treat Furnaces
Worked with department budgets
Facilitated training classes
Directed continuous improvements in production, processing and shipping
Lead teams in reorganizing functions to improve effectiveness and responsibility, and reduce labor by 45% by using team concept
Control overtime by being efficient and productive
Controlled and developed quality control systems, analyzing production TPM
Developed and trained inspectors and auditors on gages and measuring devices
Developed control plans for new assembly
Supported Workplace Organizational Model which included Lean Manufacturing, Throughput Management, and Total Productive Maintenance
Owned all SOP’s
EDUCATION & TRAINING
INDIANA WESLEYAN UNIVERSITY, MARION, IN
MBA/Human Resources
INDIANA WESLEYAN UNIVERSITY, Marion, IN
Bachelor of Science in Management
INDIANA UNIVERSITY, Kokomo, IN
Associate Degree in General Studies
Indiana/ Kentucky DEPARTMENT OF INSURANCE, Indianapolis, IN
SPECIALIZED TRAINING: NCE, GMP, DMAIC, Six Sigma experience, Operations Management, Production Planning, Business Ethics, Management of Change, Project Management, CI Leadership and Lean Manufacturing/ Communication pyramid, Team Trek
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