WILLIAM B. HART, II

**** ***** **** ****. ******* TWP, MI 48363

PHONE: 248-***-**** EMAIL: adg5tf@r.postjobfree.com

SENIOR OPERATIONS EXECUTIVE

President, General Manager, VP of Operations

A Proven leader that is not afraid to make decisions with a creative and Entrepreneurial spirit, an effective Business Executive experienced in several areas including operations, business development, new program launches, engineering, and Finance. In depth knowledge of running manufacturing business units as a President, Director, General Manager, and Plant Manager. By utilizing lean manufacturing, statistical process controls, and communication I have been able to control cost and maintain high yields. With a focused approach to gaining confidence and fostering long-term relationships by targeting cost-efficient solutions to customer requirements. Skilled in coordinating between departments for minimal- problems during and after launch of new products. Outstanding diagnostic capabilities; frequently called upon to resolve difficult production issues. Proven expertise ensuring successful launches, quantifying all aspects of failure analysis and performing in-depth investigations. Experienced in prioritizing, meeting deadlines, and delivering quality-manufactured goods on time and within budget.

EMPLOYMENT HISTORY

MED-KAS Manufacturing LLC (2019- Present)

(MED-KAS is a small privately held company that manufactures products for the energy industry, military, and power industry) President/Owner 2019-Present

Full financial responsibility

Responsible for overall operations (manufacturing, quality, logistics, materials ect…)

Responsible for Business development and implementing a marketing plan MVC (2018-2019)

(MVC is an automotive injection molding, Chroming, painting, and assemble company based in Roseville Mi with 2 manufacturing facilities one in Nicholasville KY, and the other in Newberry, SC) Sr. Director of Program Management and Engineering 2018-2019

Responsible for oversight of all new programs.

Tasked to the restructuring of the program launch structure and implement systems that will ensure MVC’s new program launch successes.

Responsible for overseeing and bringing accountability to the program management and engineering groups.

Responsible for launch of all new technologies and production processes. MILSCO MANUFACTURING (2016-2018)

(Milsco is a seating manufacture, with over $250,000,000 in annual revenue) Sr. Director of Operations 2018- 2018

Responsible for 6 manufacturing facilities

7 Direct reports with over 1,400 indirect reports

Full P&L responsibility for all 6 plant

Worked very closely with sales team to improve customer relations General Manager of Michigan operations 2017- 2018

Responsible for 3 manufacturing facilities (3 plant managers reported directly to me)

Full P&L responsibility for all 3 manufacturing facilities (over all 3rd quarter 2016 EBIDA was -18%; 3rd quarter 2017 EBIDA was 12%)

Decreased labor costs by over 10%

Decreased warehouse space by over 20% (86,000 sq.’) Plant Manager 2016- 2017

5 direct reports with 250 indirect reports

Full P&L responsibility for both manufacturing facilities

Responsible for daily production of a 250,000 sq’ manufacturing plant

Increased assemble through put by over 100%

MAYCO INTERNATIONAL (2008-2016)

(Mayco is an interior automotive supplier, they supply IPs, door panels, center councils, and hard trim components) General Manager (Groesbeck Facility) 2014-November 2016 Responsibilities Included:

Full P&L responsibility

Startup of new manufacturing location

Responsible for fully staffing facility

Responsible for implementing quality operating system

Responsible for setup of all operation processes

Ensuring machines and all operations of facility were ready on time for launch of new program

Defining all processes and implemented to insure the success of facility

EBITDA of facility

Plant Manager (Auburn Hills Facility) 2011-2014

Responsibilities Included:

Full P&L responsibility

Startup of new manufacturing location

Daily operation of plant

Launching all new programs

Responsible for fully Staffing facility

Establishing quality processes and procedures

Manufacturing Engineer / Assemble and Sequence Manager (Sterling Heights Facility) 2008-2011 Responsibilities Included:

Program launches

Overseen the Sequence and Assembly area which consisted of 2 shifts and 60 employees

All new tooling coming into facility

Defining and establishing processes that met customer requirements CIGNET LLC (2007-2008)

(Cignet was made up of 3 different divisions, an injection molding division concentrating on exterior service parts, an electronics division, and A thermo set division)

Sr. Director Thermoset Business Unit (Clinton Township, MI) 2007-2008 Responsibilities Included:

Responsible for the Thermoset Division of Cignet, oversaw 2 manufacturing Facilities (US and Mexico)

All business planning/development, acquiring new business, all new business launches, and account management of current business.

Oversaw Management of program and project management teams and account managers.

Overseeing capital equipment purchases and implementation, and responsible for implementing new technologies.

All tooling from concept, to the building of the tools, to the implementation of tools into production.

Management of more than 15 different customers with more than 35 different locations.

Successful launch of 3 programs within 4 months.

Increasing annual sales by 10%.

PLASTIC OMNIUM, TROY, MI (2005-2007)

(The Troy location is the N.A. Head quarters/Engineering Center, with responsibility for 6 manufacturing locations that have injection molding, Compression mold, painting, and assembly processes.) Sr. Manufacturing Engineering Manager 2005-2007

Called upon to restore a poorly launched program, improve quality, and the productivity of the manufacturing process.

Increased customer confidence by improving manufacturing processes and ensuring customer requirements were met.

Main point of contact for customer due to the trust and confidence the customer had for me.

Frequently engaged to resolve program manufacturing issues, that other people could not resolve.

Managed a team of 4 engineers during launches.

Oversaw all required tooling from concept, to the building of the tools, to the implementation of tools into production.

Developed all manufacturing processes (molding, paint and assembly) and the implementation of all manufacturing processes into production.

Trained and managed the work of all newly hired Manufacturing Program Managers.

During new program quotes, reviewed RFQs and determined manufacturing requirements for the product

Developed engineering’s portion of Tech Reviews. COLLINS AND AIKMAN, WESTLAND, MI (2005)

(Collins and Aikman is the largest injection molding company in N. A., Westland is a manufacturing facility with 30 injection molding machines and assembly.)

Manufacturing Engineer April 2005-July 2005

Responsible for maintaining tooling, and secondary equipment.

Set up manufacturing processes for molding, and assembly.

Implemented the utilization of scrap parts for molding process.

Over saw material handlers, feed room, and grinding room.

Management of outsourced tooling and other secondary equipment.

Responsible for all around processing issues.

VENTURE INDUSTRIES, FRASER, MI (APRIL 1998- NOVEMBER 2004)

(Venture Industries is a Global system supplier with Injection molding, Rim molding, Compression molding, paint, assembly capabilities. They also build their own molds, and fabricate their own assembly stations, and check fixtures.) Assembly Manager 2004 – Nov 2004

Managed assembly team, 3 shift supervisors, and 110 operations.

Responsible from launch on through to productions for assemble department.

Developed manufacturing procedures.

Responsible for meeting shipment requirements, and for the quality of the product going to the customer.

Increase out put of production.

Meet with upper management daily on department performance, and with customers weekly to review any production and quality concerns for the past week.

Increased customer confidence in company and built a long-lasting relationship, by improving quality, meeting supply and demands requirements. Also by setting up communication and maintaining communications with them. Molding Manager 2003 - 2004

Managed molding team, 7 supervisors, and 140 operators.

Responsible for 28 injection molding presses ranging from 350 tons to 1200 tons.

Responsible for improving injection molding processes.

Responsible for the quality and the production of the department.

By focusing the team on our processes we were able to reduce our number of internal and external rejects. Program Manager, 2002 – 2003

Meet with customers, determine manufacturing needs and specifications, and design cost-effective solutions for major automotive manufacturers

Coordinate development of manufacturing procedures to accommodate specific design needs

Design assemblies for manufacture using injection and compression molding technologies

Interface with manufacturing and quality management to address and resolve quality issues

Work with product vehicle team engineers and production crew to implement solutions

Refine manufacturing processes for producability and ergonomics

Increased program output nearly 100% within two years and reduced quality rejects by 88%

Provide manufacturing support and troubleshooting for customers; improved overall customer relations

Participate in design team to generate vendor specifications for component parts, i.e. stampings, etc.

Test new processes and materials such as plastics and composites

Coordinated completion of PPAP, DFMEA, PFMEA, and 8D’s. Business Account Manager, England, 2001 – 2002 (Peguform, A Venture company)

(PEGUFORM IS A EUROPEAN PLASTIC SYSTEM SUPPLIER, WITH 20 MANUFACTURING LOCATIONS, WITH INJECTION MOLDING, COMPRESSION MOLDING. PAINT AND ASSEBLY CAPABILITIES.)

Worked with the advanced marketing group, opened the European market

Created and delivered onsite presentations to prospective customers in England and Germany

Determined customer needs, developed quotes, and sold manufacturing services to vendors and suppliers Lean Manufacturing Coordinator/Molding Manger, Europe, 2000 – 2001

Integrated four manufacturing paint facilities into one automated and one manual paint facility, resulting in significantly reduced operating expenses

Oversaw development of improved production process to increase efficiency and quality and reduce waste

Reported to the Vice President of Lean Manufacturing.

Preformed Lean Manufacturing workshops through out Europe.

Responsible for 3 molding operation (15 injection machines, 60 employees) Supervisor / Injection molding Process Technician, 1999 – 2000

Supervisor – led a team of 18 machine operators, and also responsible for 13 presses (500 – 3000 tons)

Responsible for injection molding processes, and required to maintain a constant workflow.

Met with molding manager daily to report on shifts performance, and to learn about new changes to department, and the future of the department.

Monitored the quality of manufactured parts to ensure customer satisfaction. Manufacturing Engineer, 1998 – 1999

Oversaw rollout of new manufacturing projects, responsible for quality standards.

Build and designed fixtures for paint and molding, and assembly.

Reported to engineering manager, coordinated with production supervisors and managers. Machine operator/ injection molding tech, 1996 – 1998

Started training as an injection molding tech.

Injection molding machine operator.

EDUCATION AND DEVELOPMENT

Rochester College, Rochester, MI

Bachelor of Science in Business Management 2002-2004 Grand Rapids Community College

Associates in Business Management 1998-2000

REFERENCES

Available Upon Reques

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