MARTY MURPHY

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Carrollton GA 803-***-****

PLANT MANAGER / OPERATIONS MANAGER / MANUFACTURING MANAGER

“DRIVING CONTINUOUS IMPROVEMENT IN AREAS OF SAFETY, QUALITY, DELIVERY AND COSTS”

Self-starting, hands-on, fact-based decision maker, process driven analytical person with a tireless work ethic, with progressive path of responsibility and accomplishment in manufacturing, production, supply chain management and general management in the Automotive (OEM & Aftermarket) and consumer goods industries. Highly energized Senior Manager with a track record of working on cross functional teams consistently driving Continuous Improvements and Cost Savings through several key areas within the Supply Chain and manufacturing segments utilizing Lean Tools, ISO 9001, 9002, 14001, TS16949 and IATF16949 standards. A proven leader respected for a meticulous approach to team driven improvements and for building consensus among stakeholders.

CORE COMPETENCIES

Lean Systems (Green Belt) Value Stream Mapping Kaizen Systems SPC JIT

Continuous Improvement Visual Factory Management Town Halls Gemba Walks PDCA

PROFESSIONAL EXPERIENCE

JAC Products Franklin GA 05/21 – Present

Business Unit Leader

World class inventor, designer, and manufacturer of essential utility systems and exterior plastic molded and metal automotive trim

Manage Business Units which consist of Safety, Quality, Plastic Injection Molding, CNC Fabrication, Assembly, Anodizing, Shipping, Customer Service, New Product Launches for several OEM’s.

Full P&L responsibility

Developed Excel (MOS) Hourly Tracking tool in TEAMS for all plastic injection mold presses, extrusion presses, metal forming, CNC fabrication, polishing, assembly, and anodizing departments. This tool helps the operator to see clear OEE expectations hourly, tracking of scrap, downtime, efficiency, first pass yield, and changeovers.

Increased efficiency, FPY, reduced overtime due to implementing hourly Gemba walks and addressing opportunities immediately.

Implemented cross functional EIT Employee Improvement Teams and Standard Work programs for Supervisors and Engineers

IAC Group (International Automotive Components) Arlington TX 08/20 – 04/21

Plant Superintendent

World class leading global supplier of innovative and sustainable instrument panels, consoles, door panels, overhead systems for various OEM’s.

Reason for separation: Green Field plant unable to sustain major automotive contracts. Resigned and moved to GA.

Managed automotive plastic injection molding, headliner, door assembly, sequencing, receiving, and shipping departments.

Direct supplier to GM for Cadillac, Denali, and Chevy production lines for a Green Field plant

DB&A CONSULTING Dallas TX 05/18 – 06/20

Management Consultant

Consulting firm that teaches empowerment to front-line managers and all levels of managers to make moves that drive success.

Reason for separation: Covid19 - unable to see family due to Covid protocols and travel restrictions.

Focused on clients’ people, processes, and culture to achieve dramatic improvements in reduced costs, increased productivity, improved efficiency, reduction in process scrap and higher quality with guaranteed results.

Nominated “Rookie of the Year” by Project Managers and peers supported by client reports and evaluations.

Key consultant working for potential new client acquisitions and repeat customer projects.

Executed projects and performed extensive operational analysis on the production, quality control, maintenance and engineering departments for the following manufacturing industries Kohler Huntsville, AL, Cardone (brakes & other automotive part rebuilds) Matamoros, MX, Evraz Steel Pueblo CO, Clarios (formerly JCI car battery division) Toledo Ohio

Execute client’s goals, objectives, and processes through frontline, middle management, and plant management coaching by working side by side to change management behaviors.

Aided in the development of frontline, middle management, plant managers and directors becoming proactive vs. reactive in management styles. Understood and delivered appropriate KPI’s and data to all levels of management to drive improvement and implemented a proven (MOS) management operating system.

MARTY MURPHY

ad4l9l@r.postjobfree.com

803-***-****

ORIAN RUGS Anderson SC 07/15 - 07/17

Plant Manager

Orian Rugs a premier manufacturer of decorative area and scatter rugs and producer of quality yarns for the retail automotive, aerospace and ship builder environments. Position was responsible for overall operation for the yarn plant.

Reason for separation: Position eliminated.

Full P&L responsibilities for Operations, Plastic Extrusion, Quality, Maintenance, Shipping, etc. Plant Turnaround

Developed Weekly, Monthly and Quarterly KPI’s with obtainable goals.

Lead the development and strategically placing of visual management tools for all production areas enhancing employee awareness of hourly, daily, weekly, and monthly line metrics and trends.

Implemented Daily Production and Maintenance tracking system to show throughput & downtime by position.

Implemented Daily Quality and Operations audit systems. Implemented a 2-hour check program for extrusion area.

Reduced customer claims by more than 50%. Developed and Implemented LPA’s, SOP’s and 5S system.

Implemented 6 month and yearly PM schedule; benchmarked from sister plant.

Set up weekly meetings with Rug Plant to guarantee looms did not shut down due to lack of yarn.

FREUDENBERG-NOK Cleveland, GA 08/12 - 2/15

Operations Manager

A supplier of elastomeric and custom formulated rubber seals. Automotive, Aerospace and Agricultural application areas include engine, turbocharging, fuel, transmission, driveline, steering, suspension, climate, electrification, and brakes for the Global Customer base which included GM, Ford, Chrysler, Honda, Toyota, Nissan, BMW, Mercedes Benz and other OEMS, and Tier 1 customers in China, Mexico, Canada, Brazil, and Europe.

Reason for separation: Reduction in workforce. Position was eliminated.

Full Department P&L responsibility. Reduced Quality Complaints by more than 50% from previous year.

Improved OEE from 57% to 83% in one department. Improved OEE from 72% to 88% in one department

Reduced “Expedited Costs” by more than $130,000. Improved On-time Delivery from 84% to 98%

Implemented Standard Work, Process Layered Audit Systems, 5S daily checklist and Scorecard system.

Project Manager for moving products/equipment to Mexico, New Product Launches, installation of modern technology.

Developed Excel Hourly, Shift, Daily and Monthly KPI tracking system – system can be checked remotely.

CERTAINTEED (Saint-Gobain) Shakopee, MN 08/11 - 08/12

Factory Supervisor (Contract position)

ANSALDO STS Batesburg, SC 09/10 - 03/11

Floor Supervisor (Contract position)

EDUCATION FIRST (Language School) Quito, Ecuador 11/08 – 08/10

English Professor (part-time while living in Ecuador)

Taught English to Engineers and Managers at General Motors and other local companies.

STANKIEWICZ INTERNATIONAL CORPORATION Spartanburg, SC 08/07 - 10/08

Production Site Manager

Reason for separation: Severe downturn in the automotive market. The division was sold. Plants closed.

Full P&L responsibility

Managed 3 JIT plants that manufactured soundproofing products, interior carpets and Headliners for BMW, Mercedes Benz, and General Motors: two plants in Spartanburg SC and a remote plant in Vance AL.

Core Team Member in a plant turn around with a monthly loss of $17MM; which was reduced to $600K per month. Improved key customer relationship (BMW). Results were customer ranking from top five worst suppliers to 61st out of 137.

Improved sound proofing Transmission Cover and Hood Liner throughput by 32% (45 to 60 / hour).

Reduced Transmission Cover customer PPM level from 5,000 to less than two hundred and Hood Liner PPM level from 2,500 to 100.

Instrumental is starting up a new supplier parts plant in Vance, AL. (second plant start-up)

Created “Standardized Work” for all Supervisors, Working Leaders, and Machine Operators.

Reduced staffing in one department by 14% (170 to 149 employees) by using Lean Tools and Value Stream Mapping.

Reduced mold foam injection changeover time from 75 minutes to 35 minutes and mold foam injection waste by 8%.

MARTY MURPHY

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803-***-****

PLANT MANAGER / OPERATIONS MANAGER / MANUFACTURING MANAGER

STANADYNE CORPORATION Jacksonville, NC 03/07 - 08/07

Manufacturing Manager (Contract position)

Reason for separation: Accepted a full-time position.

Implemented Cell manufacturing concept and applied 5S and Lean and Value Stream Mapping principles.

Set up training program for state of art CNC equipment. Initiated hourly tracking system and visual tools.

Improved throughput. Increased first pass test yields from 88% to 97%, improved OTD.

Instituted cell manufacturing concept. Reduced staffing by 20%. (101 to 84 employees).

BOSE CORPORATION Blythewood, SC 02/00 - 10/06

Operations Supervisor/Manager

Reason for separation: Automotive Products moved to Mexico, Malaysia, and India. Plant closed.

Organized and coached teams to reduce downtime events. Accomplished goal by finding root causes, applying Lean Principles, and updating PM procedures. Established Predictive Maintenance procedures, strategically placed inline buffers and continually educated Machine Operators. Results increased overall equipment efficiency (OEE) by 13%, (74% to 87%). Annual profits of $8,000,000.

Developed universal excel spreadsheets for all lines in the Automotive Systems Division to track hourly, daily, monthly metrics: Quality (PPM), Labor Absorption, Overall Equipment Efficiency (OEE), Scrap, Machine Downtime, Attainment, Yields, Performance Efficiency and Process Audits

Developed a “Pit Crew” approach and method for changeovers and daily PM’s. Reduced changeover times from 35 minutes to 22 minutes and reduced PM downtime from 240 to 120 minutes resulting in a $3,000,000 yearly cost savings.

Managed Automotive Electronics, Testing, Injection Molding, Manual & Final Assembly lines.

Improved first pass test yields by 13%, Attainment by 9%, reduced Waste by $2,000 per week.

Wrote Weekly PM procedures for highly automated electronic and plastic injection molding equipment.

BROWN & WILLIAMSON TOBACCO Macon, GA 06/96 - 02/00

Fabrication Manager

Reason for separation: Management announced plant closing plans. Plant closed.

Managed World-Class-Manufacturing cigarette lines

Fabricated 14,000 cigarettes per minute on newer equipment.

Responsible for high speed, highly automated, computer-controlled packaging equipment

Reduced waste by 5%. Reduced order change time by 33% (from 120 to 90 minutes)

Reduced customer complaints by more than 72% (from 50 to 14 per month) Member of the Japan Complaint Team

Involved in the planning and installation of refurbished and new equipment.

EDUCATION

Certificate - Mid-Management

University of South Carolina

Bachelor of Science - Electrical Engineering Technology

University of North Carolina - Charlotte, NC

Associate in applied science - Electrical Engineering Technology

(SUNY) Broome Community College - Binghamton, NY

SOFTWARE APPLICATIONS

MS Word, MS Outlook, MS Excel, MS PowerPoint, TEAMS, SAP, QAD

PROFESSIONAL REFERENCES

Upon Request

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