Vice President of Engineering

*** ******** ****** ● Westfield, IN ***** ● 317-***-**** ● *******@*****.***

Michael Harter

Objective

I am seeking an opportunity to manage and lead with a company that recognizes and rewards leadership, hard work and hands on experience.

Summary

I have a Master’s Degree in Management from Indiana Wesleyan University. Extensive Management Experience, including Profit & Loss Excellent working knowledge of QS9000 and other quality initiatives including: PPAP, PSW, APQP, D&PFMEA, etc. I have extensive knowledge of problem solving methods PPM reduction team leader. I was an audit team leader for external auditing. I was awarded Alex Trotman certificate for major quality improvement initiatives; given “Wall of Fame” award for Norfolk Assembly Plant for reject reduction efforts.

I had 6 Quality Engineer direct reports and 25 inspectors for both internal and external suppliers. I was the Poka-Yoke award winner for shaft snap ring missing error elimination. I have experience in automotive factory and office environments. I was an original member of the Diversity Council. I have Lean Manufacturing experience.

I’m a leader in assembly, machining, and all applicable manufacturing processes; trouble shooting and problem resolution are my strong suites.

I am quite proud of being a go to person not only for technical engineering issues, but everyday business problems as well.

Accomplishments

Bachelors/Masters Degree in Management 1985-1991

Completed Bachelors/Masters Degree while working full time-Indiana Wesleyan University. Launch of Ford Production System 1998

Selected as a part of a team of hourly and salary employees to launch lean manufacturing methods in all areas of the Indianapolis Ford plant. This included all departments in 5S, value stream mapping, etc.

Professional Experience

2009—2011 Continental Sales &

Engineering

Indianapolis, Indiana

Vice President of Engineering

Continental Sales and Engineering is involved in: sales, warehousing, cost savings, on site management of both tooling and indirect supplies.

Led a team of several engineers in assisting customers in accomplishing cost savings and new processing methods.

This included print rectification and clarification when submitted for new tooling. This was for several plants for customers such as: Cummins, Ford Motor Company, Chrysler, Etc. Responsible for finding new vendors for cost savings and better tooling. Responsible for all aspects of stock identification within plant warehouses. Go to management person when the owners were unavailable; this included all aspects of the business from customers, suppliers, attorneys.

2008-2009 Continental Sales and Engineering

Director of Cost Savings

Promoted from Tooling Salesman to Director of Cost Savings. Responsible for finding cost savings, not only for the external customers, but for Continental Sales and Engineering as well.

In the year I was Director, my team implemented over $5 million, in external customer savings and $1 million, in internal savings.

2001-2008 Continental Sales and Engineering

Sales Engineer

Responsible for working with Chrysler engineers, in several plants, to find cost savings and improve processes.

Part of the team who started the Chrysler, Kokomo account and built it into an account which produced a million dollars in sales, or more, annually.

1986-2001 Ford Motor Company

Hourly/Supervisor/Lead Superintendent/Area Manager Started at Ford running a steering column tube mill. Ran several machines and worked on assembly lines until I was promoted to Floor Supervisor. Responsible for all aspects of the hourly effort for a UAW contracted manufacturing plant. This included timekeeping, production goals, quality of work, etc. Promoted to area Superintendent after completing my master’s degree in management. i At Ford Motor Company we had a cell type management; the Superintendent had full responsibility for all disciplines and the employees that went with that. This position was responsible for getting the quality product out the door. Responsible for 1200 hourly employees and 28 direct reports at one time, the disciplines I was responsible for included all activities in:

Maintenance Material Control Human Resource

Production I.T.

Engineering Finance

Quality Metallurgical lab

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