SUMMARY:

Profit-driven and process-oriented manager with over 30 years of Supervisory and 15 years of Operations Management experience leading and transforming multimillion-dollar manufacturing operations. History of strengthening compliance, improving processes, and elevating output, quality, customer satisfaction and employee morale to all-time bests. Relied on to drive top-line and bottom-line gains regardless of supply chain challenges, production-line issues and/or union obstacles. Strong record of exceeding every goal whether it’s in starting new lines and divisions from scratch, overhauling entire companies, or fine tuning and enhancing processes to further increase profit.

• Versed in Lean Manufacturing, SPC, Kan-Ban, JIT, CIP, 8D, Manufacturing By Facts, 6S, Constraint Management and TS-16949 environments

• Experienced in CNC, machine set up and programming, as well as grinding and honing

WORK EXPERIENCE:

OPERATIONS MANAGER 2009-present

Hutchinson, Grand Rapids MI

Industry: Automotive

Responsibility Scope: Day to day operations of all manufacturing, shipping and receiving

Reports: Direct – 20 indirect 100

Accomplishments:

• Reduced labor variance from 56% to 85% in one year and 100% within 2 years by streamlining shift change and changeovers, and restructuring management workflow to optimize hours of production

• Implemented escalation process for scrap management and introduced hourly monitoring, which lowered scrap .02%

• Achieved over 6 years without a lost time accident by strictly enforcing company policy of safety first.

• Re-established successful working relationships with several customers in order to remove the company from any and all poor supplier lists.

MANUFACTURING MANAGER 2007-2009

Metaldyne, Middleville, MI

Industry: Automotive

Responsibility Scope: Day to day operations of all manufacturing

Reports: 30 salaried, 137 hourly

Accomplishments:

• Devised and implemented a recovery plan of doubling staff, assembling launch teams, restructuring production lines and adding automation and outside processes to turn the plant from losing 1 million dollars a month to recognizing a profit.

• Reduced hourly labor headcount from 192 to 137 within the first year

• Created structured multi-function teams for troubled product lines which reduced scrap to below budgeted levels

• Reduced non-conforming material area from over 5000 parts down to less than 500 in 3 months

Saved the company over 5 million dollars annually by reducing part turn around to 96 hours or less

• Increased Quality Parts per Labor Hour by 10% throughout the plant by working with customers to establish quality systems that worked for all parties.

Committed the company to ISO standards, reached 100% compliance within the first year and maintained 100% compliance annually.

Established traceability of parts by the hour for first time in company history

PROCESS MANAGER 2004-2007

ASIMCO Technology Camshaft Division, Grand Haven, MI

Industry: Heavy-duty automotive camshaft manufacturing

Responsibility Scope: Managed all aspects of manufacturing on all 3 shifts

Reports: Direct – 5 supervisors, 6 engineers; Indirect – 170 hourly

Accomplishments:

• Process mapped and designed process flow of 4 separate lines

• Reduced WIP and initiated one piece flow in assigned areas

• Initiated constraint management which reduced inventory by over 60%

• Lead Product Line meetings to improve output and reduce down time and costs

• Launched new product line, successfully hitting every production goal during ramp up. Cut initial scrap in half and reduced head count while maintaining the same production levels.

LEAD SUPERVISOR 1999- 2004

Bosch, Kentwood, MI

Industry: diesel fuel injector manufacturing

Responsibility Scope: production, work assignments, quality, discipline, and cleanliness and safety

Reports: Direct - 30

Accomplishments:

• Led several Management by Facts teams to decrease scrap, rework, and annual tooling costs

• Represented supervisors and engineers to next level of management as Team leader in organizational development team

• Discovered process change that decreased rework, machine time and labor, saving over $1M/yr

• Decreased rework loop from 10,000 to zero within 3 months

• Increased throughput by 10% within 3 months

• Performed as interim GM in charge of all 3 shifts

SECOND SHIFT SUPERVISOR 1998-1999

Micro Machine, Kalamazoo, MI

Industry: CNC Milling

Responsibility Scope: build and run a 2nd shift CNC mill department; all hiring, firing, training, discipline, set-up, programming and tool grinding

Reports: Direct -6

Accomplishments:

• Built 2nd shift from 2 employees to a full shift in 6 months

Utilized onsite/hands-on leadership to personally train and coach second shift staff

• Involved with all aspects of new product manufacturing development

FIRST SHIFT HONING AND GRINDING SUPERVISOR 1991-1998

Sun Precision, Sarasota, FL

Industry: Tooling, manufacturing, hydraulics, CNC machine shop (job shop)

Responsibility: quality control, set-ups, programming, job assignments, and trouble shooting

Reports: Direct - 6

Accomplishments:

•Designed and built every fixture for honing and grinding parts

• Built department from 1 person and 3 machines to 6 people and 9 machines

• Set up all processes and documentation of work instructions for all products old and new

• Performed all machine maintenance and maintained tooling for department

• Set and monitored production goals as well as set up all quality checks and procedures

• Trained all new hires

• Held every production record for every part on every process in hone and grind dept.

•Spent one year as a Lathe set up and lead person.

PRODUCTION TEAM LEADER 1988-1991

Four Winns Boats, Cadillac, MI

Industry: fiberglass watercraft manufacturing

Responsibility: production and quality

Reports: 6

EDUCATION:

Manatee Community College, Bradenton FL 1998

Completed courses toward Bachelors in Business Management

Relevant courses included: Business Law, General Business, Management and Supervision

OTHER CERTIFICATIONS:

• Precision Machining Certification, Sarasota Tech, Sarasota FL 1994

ADDITIONAL TRAINING:

Asimco Leadership Development Program Measuring and Gauging Your Leadership Style

SPC and Advanced SPC Tools for Leaders

AIM phase 1 & 2 A Leader’s Role

Team Process 1 & 2 Effective Meeting Skills

Management by Constraints Communication 1 & 2

Change Management Problem Solving

Value Based Management Beginning Word and Excel

CMMS Survival Skills

Effective Management in a Unionized Environment

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