JON M. OHSOWSKI

**** ****** ****** *******, ** **648

C 916-***-****

ad2rih@r.postjobfree.com

SUMMARY

A dedicated and goal-oriented manager with comprehensive expertise in materials planning, budget balancing, production scheduling, logistics, purchasing, inventory control, equipment management, machine operations, shipping/receiving, Lean Manufacturing and regulatory compliance. Realizes extensive cost reductions by optimizing the efficiency of processes. Leverages the integrity of documentation while boosting enterprise- wide accessibility of information. Works closely with clients and suppliers to build lasting relationships, securing the profitable expansion of an organization. An ethical and personable leader who motivates employees to capture new heights of performance and productivity. Demonstrates a strong commitment to the company mission, remaining focused on core objectives. A resourceful thinker who defines innovative methods to utilize waste and recuperate losses. Eliminates risks by making intelligent decisions in high-pressure situations and overcoming critical obstacles. An honest and broad-minded communicator who balances the interests of multiple parties to achieve a collaborative working environment, guiding the sustainable growth of a business. KEY ACCOMPLISHMENTS.

o Negotiated pricing on logistics and resolved proof-of-delivery issues for inbound/outbound shipments. o Was a key factor in getting a $300,000 lump sum awarded to Brugola from Ford for returnable dunnage costs that were never recovered from the start of the program. o Completely moved the Brugola warehouse operation to the new Plymouth facility during the Christmas shutdown in 2014 and had operations setup and running without missing a shipment to the customer for Jan 1st 2015.

o Played a key role in setting up Brugola USA’s green site to a manufacturing/distribution facility between 2014-2019

o Played a key role in rolling out AS400 for Brugola USA’s warehousing, shipping/receiving, and production environments.

o Integral in changing over Brugola USA from AS400 to SAP in 2019. o Completed a business case analysis justifying Brugola USA leasing a semi-tractor and trailer saving over

$150,000 per year.

EXPERIENCE

SANHUA AUTOMOTIVE GROUP, SALTILLO MEXICO

Vice President Operations & Logistics, July 2022 - Present Fully responsible and lead the teams to constantly improve performance and cost for all Materials Planning, Master Schedulers, Customer Service, Import/Export, Warehouse management, Inventory Management/Control, Production Management, and Maintenance Management for all of the Sanhua Mexico plants. Continuously positioning the Sanhua Mexico plants to meet and exceed the requirements of all of our customers and products (VW, Ford, GM, Tesla, Rivian, Stalantis, Valeo, Hanon, Denso…) Finished 2022 with 100% on-time delivery to all of our customers. Managed with the team to reduce the direct labor cost to .79% of the sales revenue for 2022 – target was .96%.

● Responsible for leading the team with relocation of existing production equipment and processes to our new production facility. Coordinating bank building and materials coverage plan to support building ahead 8-12 weeks of Finished Goods inventory banks to support moving and customer validation of the production lines. o Semi-Automated production lines –

o Fully-Automated production lines –

o Manual Assembly lines –

● Established and Implemented the TPM program within the operation and maintenance departments. o Implementation of Autonomous maintenance activities to help reduce the workload on the Maintenance technicians and add responsibilities and accountability to the production operators and supervisors. Jon M. Ohsowski, Page 2

o Established proper tracking with the maintenance team for MTTR, MTBF, and Downtime o Weekly actions put toward the top 3 maintenance downtime reoccurrences per production line.

● Focus on Inventory Management and Improvements.

o Aging inventory reductions. Putting action plans to reduce the inventory older than the 3-month target. o Improved inventory turns.

o Managed to reduce on hand and in-transit inventory levels to help improve company cash flow o Launched WMS (LISA) in December 2022 to better control inventory transactions using RFID scanners and improved inventory processes and controls on the production floor and in the warehouse o Implemented an improved cycle counting method for the production floor and warehouse – improved inventory accuracy to over 98%.

o Managing the team to implement PFEP for all existing production processes being relocated and all new production launch processes – Raw – Production – WIP – Finished Goods

● Cost Savings program –

o 2022 achieved our target of 30% savings compared to 2021 actual costs o Establishing 2023 cost savings target compared to 2022 actual costs

● Implemented a freight cost savings program

o Improved documentation and classification process for all importing of production equipment from China to Mexico.

o Improved Raw materials importation process to reduce all demurrage, storage, and penalties incurred at the port.

● Production line OEE improvements

o Weekly cross functional meetings (Engineering, Maintenance, Production, and Mgmt) to put actions to the top 3 OEE and Downtime offenders.

Improved predictive maintenance frequencies to replace wear parts prior to failures

Spare parts management and increased on hand spare part inventory to reduce downtime occurrences

Material flow and in process material storage to improve operator efficiencies

● Min/Max inventory levels

● Proper material identification and storage areas to keep operators at the stations producing parts

Proper supplier support on 1st and 2nd shift – changing all of the HDMI controls and PLC programs to at the minimum English

● Early Equipment Management improvements

o Proper line validation at the line supplier location to insure the equipment is stable and meets the customers’ requirements

o PFMEA to be established during this validation period.

Including severities for each item

o Proper run at rate with the correct quantity of materials to simulate a true production run o Implemented a standard and pre audit procedure for customs clearance and classification improvements prior to shipping of the materials to Mexcio

● Ford MMOG and Q1 new production launch and implementation o Leading the team to improve the initial MMOG self-assessment from a Level C to Level A o Coordinating and implementing the proper systems and processes to support the MP&L endorsement for Q1 with Ford

AIR INTERNATIONAL THERMAL SYSTEMS, AUBURN, CA

Plant Manager, October 2020 – July 2022

Oversees all daily activities and requirements of the Air International Auburn California Plant. Communicates and coordinates directly with the executive team relating to the North American Budgetary numbers, TS/ISO certification progress, Production, Customer Satisfaction, and Inventory levels. Drives our manufacturing team to make continuous improvements within the manufacturing process increasing production efficiencies and effectiveness. Constantly Managing the labor force to support the production levels needed to meet customer demand. Works directly with the MP&L and Warehouse manager to ensure that a above satisfactory delivery performance and customer satisfaction level with Tesla is always achieved. Constantly monitoring shipments and On Hand inventory levels for all suppliers in China, Thailand, Korea, and Jon M. Ohsowski, Page 3

India to ensure proper materials coverage to protect production due to port and or vessel delays. Drives the management team to achieve the monthly department KPI’s. Problem solve issues that may arise through the day to day operations that may inhibit delivery of product and or delivery performance to the customer.

● Managed and coordinated the installation and commissioning of 2 new semi-automated assembly lines to build HVAC units for the Automotive industry.

o Fanuc robots

o ABB Robots

o Keyence Vision Systems

● Managed and coordinated the installation and commissioning of an SK brazing cell and Seiler Garepa Helium leak tester

● Implemented inventory management processes and procedures that improved warehouse organization and efficiencies.

● Organized and designed the correct material flow to mitigate lost operator time for all WIP materials, components, and raw materials being introduced into the production line

● Initiated a freight cost savings program to lease our own semi tractors/trailers and hire our own drivers to better control and manage the resources and costs – annual savings $360,000

● Improved the daily HVAC production outputs from 5,500 pc per week to 10,000 pc per week through balancing the assembly line cycle times, reducing pallet delays, and focusing on improving our RTY by fixing the assembly issues.

● Reduced Air Freight at the AICA plant from $3.5 million a month at the beginning of 2021 to under $200,000 in Q3 2021.

● Implemented a Bulk propane solution at AICA that saved over $25,000 annually, freed up valuable square footage on the manufacturing floor, and reduced machine downtime by having a constant propane supply to the machines. BRUGOLA OEB, Plymouth, Michigan

Operations Manager/MP&L Manager, 2007-2020

Oversees all daily activities and requirements of the North American operations. Communicates and coordinates directly with the parent company relating to the North American Budgetary numbers, TS/ISO certificate maintenance, upcoming Customer new product/part launches, Customer Satisfaction, and Inventory levels. Collaborates on a frequent basis with the manufacturing house in Italy to create a production schedule that coincides with the EDI 830/862 releases from the customer. Manages labor needs to suit current production levels. Works directly with the warehouse manager ensuring that a above satisfactory delivery performance and customer satisfaction level with Ford is met. Ensures all daily promissory notes and launch requests are answered with in the CMMS system. Problem solve issues that may arise through the day to day operations that may inhibit delivery of product and or delivery performance to the customer.

● Initiated an annual bid submission with all packaging suppliers for the purchase of the entire years’ worth of material. Saving over $10,000 annually compared to previous years expenditures on packaging material.

● Created Processes and procedures for warehouse functions creating a more efficient and effective working environment.

● Established a quick change over process on our GI-360 laser inspection machine. Substantially reducing the change over time.

● Created a visual process flow mapping of the warehouse floor, assigning areas for all functions in every department. Allowing for a neater and more efficient environment.

● Implemented a separate virtual warehouse within our internal system to segregate the different stages of material. Eliminating quarantined or uncertified material from being pulled, packed, or shipped to the customer.

● Generated real time reports using SQL to pull from our internal system and give our packaging and inspection department the vision needed to work as effectively and efficiently as possible.

● Led the process of linking EDI from the North American facilities to the Italian facilities.

● Aided in complete hardware and software upgrade on the GI-360 inspection machine.

● Purchased new air compressor reducing the expenditure compared to the original lease/maintenance program of previous undersized equipment.

● Negotiated and customized the purchase of a dunnage washer. Aided in installation of machine in the warehouse, coordinated and negotiated all subcontractors pricing for installation of equipment.

● Conducted annual reviews for over 30 employees.

● Collaborated with a technology-based firm to negotiate and consolidate all of our technology based services saving the company over 60% of the original annual service expenses.

● Created a budget plan with DTE energy to accurately budget monthly energy expenses.

● Managed all outside process suppliers – pushing and pulling material per the customers demand Jon M. Ohsowski, Page 4

● Converted all of the LP lift trucks to electric lift trucks to improve the air quality and reduced some costs of material handling.

● Managed all returnable dunnage fleets with Brugola USA customers. GALAXY INDUSTRIES, Canton, Michigan

Materials Manager, 2004-2007

Directed shipping and receiving. Coordinated raw material purchasing. Managed production schedules and meeting customer releases. Tracked supplier parts per million (PPM) and delivery performance levels for multiple databases, including electronic data interchange, inventory and material requirement planning (MRP). Evaluated purchase and sales orders and integrated any needed amendments. Updated sales pricing. Organized ISO audits. Served on material review board. Tracked machine scrap rates. Led material handling staff and customer relations. Oversaw logistics, EDI releases 830/862, automated shipment notifications (ASNs), subcontractor operations, supplier relations and inventory control. Facilitated supplier review meetings.

● Provided around-the-clock coverage for production while reducing labor burden generated by existing materials schedule and eliminating overtime. Saved $10,000 in labor costs.

● Located supplier of used heat treated pallets and dividers to meet federal regulations. Reduced shipping expenditures by 50%.

● Designed electronic folder on shared network drive to increase accessibility of packing slips and bill of ladings. MIDWEST BANK NOTE CO., Plymouth, Michigan

Pressman, Second Shift Supervisor, 2000-2004

Oversaw production levels on four-color web press, including numbering machines and Bowie cutters. Managed machine maintenance and repair. Scheduled employees and production processes. Reported production numbers to plant manager. Led second shift personnel, closing down facility at end of shift.

● Saved $5,000 in annual capital by reducing production waste.

● Installed shelving unit to capture inventory extra prints for future job runs. LOU LARICHE CHEVROLET, Plymouth, Michigan

Commercial Sales Representative, 1998-2000

Sold new and used vehicles at dealership. Called on potential customer for commercial sales. Attended trade shows to generate new clients. Visited upfitter locations to ensure proper installations and delivery of vehicles. Negotiated pricing with customers, giving customers top notch vehicle presentations, projecting and achieving internal sales goals. CERTIFICATIONS

Red Cross CPR/AED, 2006

ISO 9001: 2000 Auditing, 2006

Lean Manufacturing, 2005

Value Stream Mapping and Analysis, 2005

Ford CMMS training 2007

GI 360 Laser inspection machine training

Volkswagen LISON training

GM Supply power training

IATF 16949 Internal auditing, 2016

LICENSE

Hilo License, 2004, 2008, 2018 train the trainer from Anderson material handling PROFESSIONAL DEVELOPMENT

Jon M. Ohsowski, Page 5

Leadership and Supervision, 2006

Dale Carnegie leadership course, 2018

COMPUTER SKILLS

Vantage 8.0, Microsoft Excel, Word, PowerPoint, Outlook, CMMS, Covisint, Microsoft Great Plains, Gentran, Maxim Data, In touch, Possin scanners, AS400, SAP, Inca’s PERSONAL

Married. Two children.

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