Six Sigma Product Development

John R. Walker 248-***-****

CAREER SUMMARY

Operations professional with experience leading the Design, Development, Production, and Launch/ Delivery of high quality products/services within the automotive industry.

Implemented strategies, plans, procedures, and resources to enhance operational performance while minimizing costs. Focus on Best Practices in quality, waste elimination, process optimization, customer satisfaction, innovation, and team decision making. Managed high volume and low volume production with union or non-union workforces.

Core Competencies

P&L / Budgets

Operations Management

New Product Development

Project Management

Product Launch

Greenfield Operations

Manufacturing Processes

Re-engineering

Multi-Site Operations

Lean Manufacturing

Continuous Improvement

Business Characterization

Cost Reduction/Negotiations

Six Sigma, TPS, KanBan

Kaizen.

EDUCATION / ADVANCED TRAINING

MICHIGAN TECHNOLOGICAL UNIVERSITY: M.B.A. B.S.B.A, Industrial Management

Houghton, Michigan

Kaizen Institute of America

Lean Six Sigma Black Belt

Design of Experiments

Program Management from PMI

PROFESSIONAL EXPERIENCE

Northwestern Michigan College---Traverse City Testing Center

Managing Profesional Testing Center 9/21-Present

U.S. Census Bureau Traverse City, Michigan Area Census Office Manager 9/2019- 4/2020

U.S. Post Office Traverse City, Michigan Amazon delivery 4/2019- 9/2019

Roush Engineering --- Livonia, Michigan 10/2017-12/2018

Vehicle new car test Engineer

WITZENMANN – USA, Warren, Michigan 2009 - 10/2017

Operations Manager (3/2016 – Present)

Managed three manufacturing Plants for N.A. Operations including Production, Planning,

Engineering, Lean Manufacturing System, and new program launches. Managing EH & Safety program.

Selected Accomplishments

Non-union facility, 13 direct reports, 305 hourly personnel working 24/7 which we improved to 24/6. Tier I and Tier II supplier.

Opened two new plants. Tubeformining, hydroforming, welding, Assembly. Base $153K. Bonus 20%

Plant Manager (1/2013 - 3/2016)

Manage all aspects of plant operations for the manufacture of bellows assemblies as well as new program launches, new processes, and lean processes.

Applied Lean practices to all work centers reducing scrap and waste costs by $2.5M.

Awarded Witzenmann Plant of the Year

Manager of Quality -Six Sigma/Lean Manufacturing Implementation (9/2011 - 12/2012)

Responsibilities included all facets of a Quality system including TS and ISO compliance. In addition, managed and implemented the Witzenmann Production System using Six Sigma process. Other responsibilities include administration of Environmental Health and Safety.

Operations Consultant (2009 - 9/2011)

Managed Six Sigma Black Belt projects for small/medium sized companies. Projects include:

Utilization of reprocessed rubber as a cost save for HDPE, Polypropylene, and Polystyrene plastics.

Assisted company with proposals for new business opportunities

Designed Strategic Plan to identify business opportunities through New Product Development.

John R. Walker -2-

DURAKON INDUSTRIES, Lapeer, Michigan 2005 - 8/2009

$60M plant produced thermoformed bed-liners, plastic decorative components. (company was sold)

Plant Manager

Managed a team with 8 direct reports and 220 UAW employees.

Selected Accomplishments

Consolidated two plants into one slashing overhead costs by $3.0M annually.

Renegotiated 3 year “No Cost” labor agreement reducing health care costs & freezing labor rates.

Reduced scrap/cycle time, and Kan-Ban scheduling doubled productivity and profits.

Implemented the use of 100% regrind plastic saving 20% raw material cost

Earned Quality Excellence Award from Ford Motor for quality, cost, and timing.

Launched plastic paint film technology.

Went 24 months without a lost time accident.

Assembly of decorative trim components. Tier I and Tier II supplier. Base Salary 135,000. Bonus 20%. Ran 24/5 days.

Injection molding of decorative trim components

KOPPY CORPORATION Auburn Hills, Michigan 2004 - 2005

High volume stamping and machining of transmission torque converters and clutch housings.

Non-union employment of 250 and 5 direct reports.

Vice President-Manufacturing

Directed the operations of 3 manufacturing plants, $60M, including the development of Sales Strategies to generate revenue growth. Performed due diligence focused on the purchase of four potential companies, resulting in the profitable acquisition of one company.

Successfully negotiated increases in steel prices with customers saving $2M per year.

Stamping, machining, and assembly operations. Base pay $250,000. Tier I and Tier II supplier.

SHILOH INDUSTRIES, Cleveland, Ohio 2001 - 2004

Producer of laser welded blanks, welded underbody assemblies, and high volume stampings--$700M.

Vice President-Advanced Engineering –Officer of the Company

Managed the implementation of the company’s Strategic Plan companywide as well as streamlined the new customer quoting system improving operational throughput. Managed turnaround of two plants, one union one non-union (900 employees), using six sigma tools, standardized work, and kaizen events.

Selected Accomplishments

Opened a Product Development Center that designed new product solutions in laser welding.

Led development of 6 new applications of laser welded blanks increasing sales by $25M.

Achieved the successful completion of Sarbanes-Oxley audits within the Cleveland and Canton

sites as well as transitioned from QS9000 to TS16949 quality systems.

Evaluated three tooling divisions as being non-competitive and closed them saving $40M.

One plant non-union 200 hourly and 6 direct reports and one plant union with 6 direct and 700 hourly employees.

Tier I and Tier II supplier. Base pay $180,000. Bonus 30%. Stamping, welding, and assembly.

Class A sheet metal experience. Two eight hour shifts.

Signed one joint development agreement with a company to co-develop new products.

Led the turnaround of Cleveland plant taking profits from a loss of $500k per month to a profit of $500K per month over ten months.

OXFORD AUTOMOTIVE

Executive Director-Global Integration—Member Board of Directors Italy Troy, Mi. 1998 - 2001

Managed new customer programs, major plant initiatives, and due diligence for the merger and acquisition of plants in Europe. Total company sales $1B.

Ran two plants both union. 6 direct reports and 220 indirect reports. 2 eight hour shifts.

Stamping, welding, and assembly. Base pay $180,000 30% bonus. Tier I supplier.

Managed the successful integration of 12 European manufacturing plants.

Managing Director of Manufacturing (1998-1999)

Managed major engineering projects & project launches at three plants. Developed a lean manufacturing system from the turnaround successes at one plant and led a team that developed a modular door assembly reducing assembly costs by 30%.

John R. Walker -3-

A.O. SMITH CORPORATION, Milwaukee, WI 1993-1998

$800M producer of truck frames and underbodies with 11 plants.

Vice President-Engineering (1994-1998)

Managed Product Design, Prototyping, Process Development, Costing, Program Management, and ramp-up to production for an. Managed engineering resources, and projects, throughout all 11 operating plants.

Launched 11 major programs including four new plants 180M investment

Co-led the management of Engineering/Marketing initiatives resulting in $125M in awarded business including Japanese transplant business awards.

Tier I supplier. Union. Ran two eight hour shifts. Base pay $135,000, 30% bonus.

7 Direct reports, 700 hourly

Stamping, welding, and assembly operations..

Championed the implementation of Kaizen studies, VA/VE, and Lean practices throughout the

organization, achieving cost and timing reductions as well as improving line output by 14%.

Managed the restructuring of engineering resources into program based teams achieving a 25%

reduction in time to market.

General Manager Tool Division (1993-1994)

In charge of Product Prototyping, Tool Design of fixtures and dies, and fabrication of all fixtures and dies for new programs in the company. Tool division sales of $80M per year.

Developed customer-focused teams in prototype operations that increased productivity by 30%.

Renovated a tool fabrication area and retrofitted 8 CNC machines, increasing productivity 20%.

Led the conversion of tool design operations to CAD, enabling the use of mathematical data from product design to tool fabrication. Cut design time to one third.

Drove profits from zero to $10M the first year

Early Career

NEWCOR, INC. Troy, Michigan 1990 - 1992

Vice President Rochester Gear Division, Clifford, MI

TRW TECHNAR DIVISION, Rochester Hills, MI 1988 - 1990

Operations Manager

ALLEGHENY INTERNATIONAL, Bra-Con Industries, Livonia, MI 1986 -1988

Director of Manufacturing -Multi-plant responsibility for four plants.

BENDIX/CROSS & TRECKER (Warner & Swasey), Cleveland, Ohio 1981 - 1986

Manager New Product Manufacturing (1985 – 1986)

Plant Manager (1984 – 1985)

Operations Manager, Bendix Heavy Vehicle Systems Group Charlotte, NC (1984)

Project Manager, Elyria, Ohio (1981 – 1983)

TEREX CORPORATION (GM), Hudson, Ohio 1975 - 1981

Manufacturing/Superintendent

U. S. Citizenship

Ability to travel / relocate

References Available

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