Manager Plant

DIRECTOR OF OPERATIONS/PLANT MANAGER/MANAGEMENT EXECUTIVE

Highly energetic, dedicated, loyal individual with strong communication skills, sound decision making capabilities, thorough knowledge of the automotive industry, and an excellent team player.

Expertise Summary

Supply Chain Management (MMOG/LE) • Operational Procedures & Process Analysis • HR & Organizational Development • Safety Performance • Quality Systems Management (IATF-16949) • Productivity Improvements (Lean Mfg.) • Strategic Planning • Key Performance Indicators (KPI) • Product Costing • Production & Inventory Control

PROFESSIONAL EXPERIENCE

Yarema Die & Engineering - Troy, MI 2005 – Present

Tier I automotive supplier and manufacturer of metal stampings, four slides, and assemblies

Director of Operations

Direct and manage all aspects of plant operations, with full P & L responsibility. Direct the efforts of all production, purchasing, materials management, maintenance, and quality personnel to meet the ultimate manufacturing goals and objectives of the company.

Transitioned an informal family company to a fact based, information driven manufacturing organization by creating a totally integrated enterprise resource management solution encompassing all aspects of the business from shop floor to the top floor resulting in a year over year growth in operating income from 6% to 13%.

Implemented serialized bar code labelling and activity-based shop floor reporting that brings together a set of technologies that allow real time inventory updating and production reporting to track and monitor inventory from receipt to point of shipment. Inventory cost is down over $500,000 and inventory accuracy has improved to over 98%.

Succeeded in saving a business from collapse during the economic downturn of 2009 by embracing opportunities to take work from existing automotive stampers and transitioning the work to Yarema Die & Engineering. This resulted in over 100 new part numbers & numerous new customers including Nissan, Magna, and Kirchhoff.

Increased capacity and reduced waste through:

oImplementing Lean Manufacturing methodologies, specifically – 5S & Workplace Organization, Value Stream Analysis, Visual Manufacturing, Quick Die Change, and Total Productive Maintenance

oIntegrating the QMS and EMS into one system and achieving IATF-16949 and ISO14000 registration

oInitiating mean time between failures (MTBWF) metrics & downtime analysis to drive Total Productive Maintenance (TPM) and improve productivity.

Awarded worker training grants with government funding to train workers on Lean Manufacturing techniques. The results are not only improved communication and common goals but a reduction in setup time by 27%, reduced PPM’s by 85% to less than 25 PPM’s, and reduced the cost of quality as a percent of sales by 18%.

Implemented a rolling 12-month Operations Scorecard to facilitate the use of KPI’s, including Overall Equipment Effectiveness (OEE), to drive the safety, quality, delivery, cost & productivity of the organization.

Created a corporate sustainability structure utilizing the AIAG Supplier Sustainability Self-Assessment template to assure that Yarema is conducting its business with the highest standards of environmental and social governance. Sustainability includes, HR Metrics, an Infectious Disease Response plan, and a COVID-19 Response Road Map.

Noble Metal Processing - Warren, MI 2005 – 2005

Tier I automotive supplier and manufacturer of laser welded blanks

IT Applications Manager

Consulted with business unit management and personnel to identify and document the company’s information needs and objectives, current problems with operational procedures, input and output requirements, data scope, data usage, data formatting, & security requirements to provide integrated information system solutions.

VCST Powertrain Components - Chesterfield, MI 2004 – 2005

Tier I automotive supplier and manufacturer of gears, pinions, shafts, machined products, and assemblies

Operations Manager

Responsible for all aspects of plant operations and costs. Achieved success by reviewing production, quality, materials, manpower, and maintenance statistics to plan and modify operational activities.

Ligon Brothers Manufacturing Company - Almont, MI 1991 – 2004

Tier I automotive supplier and manufacturer of metal stampings, plastic extrusions, and assemblies

Director of Operations (2001 – 2004)

Direct and manage all aspects of plant operations including full P&L responsibility. Established performance indicators, operating goals, realignment initiatives, productivity improvements, and cost reduction programs that consistently improved bottom line results, employee safety, product output, product quality, and customer satisfaction.

Created a flexible supply chain communication system linked directly to the shop floor using all communication protocols available, including EDI, TCP/IP, Fax, and Email. This increased inventory turnover 61% resulting in a one-time savings of $250,000 in inventory holding costs.

Cut workers compensations costs, reduced OSHA Frequency rate 42%, and Loss Workday Cases 62% by implementing effective health and safety plans, employee training, and equipment safeguarding.

Created a plant wide continuous improvement program that resulted in over $400,000 savings in the first year.

Manufacturing Manager (1995 – 2001)

Managed manufacturing, materials, and information systems to enhance profitability and control costs through:

o

Implementation of CMS/400 ERP software

Reducing setup time to an average of 45 minutes

Increasing delivery performance to 99%

PPM’s reduced by 85%

Scrap reductions as a percent of sales by 33%

Rework hours reduced by 47%

Material & Information Systems Manager (1991 – 1995)

Managed all aspects and functions involved in the complete cycle of material flow – from the purchase of production materials to the distribution of finished product; studied the needs of the business to determine how people, processes, data communications, and technology could best accomplish improvements within the business.

Wright Systems, Inc. - Plymouth, MI 1989 – 1991

AMPS Product Manager

Managed and directed the development and design of the AMPS integrated manufacturing software consisting of MRP, CRP, Inventory, Production Control, Standard Costing, Purchasing, Order Entry, Shipping, Machine Maintenance, & EDI

FitzSimons Manufacturing Company - Detroit, MI 1982 - 1989

Buyer/Materials Planner

Activities included: Customer order entry and automotive release processing; purchasing productive and non-productive items; production scheduling, capacity planning; and maintaining inventory levels to forecasted production requirements.

Coordinated implementation and training on the Automated Manufacturing Planning System (AMPS) software package and obtained a working knowledge of EDI.

EDUCATION AND PROFESSIONAL DEVELOPMENT

Oakland University - Rochester, MI

Bachelor of Science in General Management

Minors in Production Operation Management and Management Information Systems

Professional Seminars

Manufacturing Executive Program – Darden Graduate School, University of Virginia

Lean Manufacturing: 5S & Metrics of Performance – Michigan Manufacturing Technology Center

Metrics & Accounting in a Lean Environment – University of Dayton

Simplified Strategic Planning – Michigan State University

Fundamentals of Finance & Accounting

Lean Manufacturing – University of Wisconsin

Introduction to TS16949

The Manufacturing Game – University of Dayton

Landmark Education Forum

Advanced Practical Thinking – 6 Hat Thinking

Dale Carnegie – Pathways to Success

Conflict Resolution and Confrontation Skills

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