Plant Manager Vice President
Resume:
Eric BOSTWICK
Harrison, OH 45030
*************@*****.***
EXECUTIVE PROFILE
Managing/engaging with people * Organizational Savvy
Budgeting Expertise, P&L Expertise * Reporting Systems
Black Belt - Lean Manufacturing, 5(S) SMED * Relationship Building
Employee engaging Relations * Enterprise Resource Planning
Leadership change management.
PROFESSIONAL EXPERIENCE
Nissan North American, Montgomery, AL– Various Manufacturing/Powder Coating/Large Job Shop Welding/Bending/Automation/ – Supply division to all sub-assembly plants.
2 – Plant Sub Ass:
Senior Vice President– Sub-Assembly Parts, OEM to brand dealerships, distribution centers, OEM
Various locations domestically and internationally, including Seoul Korea
Dates of Employment – 09/20/2006 – 04/19/2024
ESSENTIAL JOB RESPONSIBILITIES
Job Responsibilities
Develop the manufacturing operational strategy considering external manufacturing trends (new and innovative practices) and aligning with all global business needs; oversee the execution of the plan
Directing and guiding assigned operations to ensure effective results consistent with established aims and goals; analyzes and appraises the effectiveness of all assigned operations, including global supply chain execution
Defining and recommending goals in each area of operations; developing specific short-and long-term plans and programs, together with supporting budgeted requests, to include capital expenditures and financial estimates; ensuring that budgeted goals are achieving, and cost goals are validated.
Formulating and recommends operating policies and goals or changes in existing policies and goals; ensures compliance with, and implementation of, approved policies and objectives
Participating in resolving operating problems and difficulties; setting up and supporting effective internal relationships; authorizing procedures and coordinating operations; obtaining and evaluating general and specific business conditions
Participating in standing for the organization in its relationship with customers, vendors, consultants, legal counsel, and governmental representatives, in addition to the public
I always take part as a strategic contributor by ensuring major operational considerations are met during strategic and long-term planning of all functional areas or business global groups
Interacting regularly with team executives and/or major customers on highly visible activities such as negotiations with customers or influencing or confirming with other executives
Directing the work of groups of employees (leads through subordinate managers and directors)
As the Vice President of Manufacturing my goal is to keep always on top of all operations to support the growth structure and risks of the organization, so the responsibilities I have just described are more of a one-third of what truly happens daily, depending on what is happening. I have responsibility and accountability for all employees of all plant’s direct and indirect, I take my work ethic profoundly serious, and I deal totally with facts.
Ford Motors Kansas City, MO – Chicago, IL
Performance Management Program: 6/1991 – 6/1993 – Quality Safety Manager
Director of Quality – 1993 – 1996 - Delphi
Plant Supervisor – 1996 – 1998 - Delphi
Assistant Plant Manager – 1998 – 2002 – Flint, MI
GM/VP – 2002 – 6/2006
Overview of my duties & responsibilities
I wanted to let every person who is reviewing my resume to how I progressed so quickly in my career, I always kept my head down, ears open, and talked to ask questions that I needed to know to grow in my career to make success come for myself and for the company I am working. To create severe knowledge to learn to create a great solid employee culture which leads to increased quality, moving production, advanced knowledge of everyone’s buy-in on plant safety, quality control being at its top, and logistics to move at a perfect flow and to be able to handle changes in fast pace times and to deal with them to through facts and final decisions. Why do you ask, the reason is that I trust my direct reports, BUT I always was in their back pocket to know what was happening in their area or department that affected my accountability, I would always give them support in their position so as not to fail. they can ask questions and keep from making an issue become a serious plant problem. It is all about the approach, engagement and being bold, fair, and dealing with facts. Creating that openness to coach employees using OJT, using your direct reports, supervisors, leads, and Human resources everyone was a team member and that was an accountability of your position was to always support all employees if you know their issue.
I came to work with mental clarity everyday as being a great Coach/leader as the GM/Vice President of 4 Ford Parts Manufacturing plants. I was always supplying strategic decision-making, leadership, planning, and prioritization including agility in the effective and efficient use of resources and organizational structure across the network to meet business goals. Responsible for building talent and capabilities across all four manufacturing network facilities to ensure the current and future health of the manufacturing organization, collaborating cross-functionally, and delivering a prominent level of manufacturing performance.
Essential Functions that I know that it takes to engage with direct reports & myself to make Ford Successful!
Managing the manufacturing operations and supporting the process systems within all the manufacturing facilities and their different manufacturing product processes through R&D, Quality, Production, and coordination.
Large head coach/leader of all operational processes and functions including, without limitations to all Manufacturing processes earlier described, in addition to EHS, Engineering, and Strategic Initiatives.
Completely accountable for all aspects of the budget for all plants then funnel to 1 P&L to account to my partnering board executives for review, including capital and expense planning, managing the monthly forecast, and cost reductions (as necessary) for further growth.
Establishing measures that watch key elements and performance indicators related to goal attainments. Analyzing and reporting product and process operations trends.
Always consulting with key reports in developing, supporting, and improving operational metrics monitoring performance and attainment of key goals and objectives. “Key Performance Indicators”
Conceptualize manufacturing strategic directions, deciding key strategic planning elements, and organizing goals and aims into divisional annual and long-range plans. Find, assess, and incorporate best practices related to customer satisfaction attainment into annual improvement plans.
Always supporting close partnerships with other members of the Senior Leadership Team and other key stakeholders, ensuring best practices are incorporated into each business unit.
Collaborating with key business and commercial leaders to ensure a reliable supply of products.
Taking ownership, of the quality of the products produced and cross-functionally engaging others to drive continuous improvement to the products and processes.
Prioritizing and distributing resources for ongoing manufacturing activities.
Leading and reporting on divisional progress towards the development and implementation of prevention-based management initiatives for manufacturing and administrative processes of ALL various FORD Parts.
Evaluating and reporting on the maturity, integrity, and operational reliability of acquisition perspectives and manufacturing operations through due diligence and operational evaluations.
Like everyone who is reviewing my resume, I have been more than likely on your side, I believe, and this is myself that it is key to the person who will become the next member of our leadership team to have the MANUFACTURING knowledge to be able to see productive results. So, I could not even try to include everything I do in a day’s business, as with work ethics to reflect growth comes putting the necessary hours together to produce results. So, to describe in full detail a 16-hour day can be described, we all do know what we plan to come to work, or the day before does not always work out due to unforeseen issues that take us away from what we had planned. So, this is when the hours of the day get long to ensure the processes do not become hindered.
EDUCATION – Concordia University, Portland, OR – 8/1985 – 6/1991
Master of Science: Engineering Management; 3.9 G.P. A
Graduate – LUC – Business Administration, General Management
SKILLS
Data analytical & Budgeting, Financial, Accounting, Conflict remediation Seminar Techniques, Strategic Planning, Vendor Manage, Black Belt Six Sigma: Acuity Institute – Denver, CO – 06/06/2009 –
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