Plant Manager Human Resources

VP OPERATIONS/PLANT MANAGER – PLANT & MANUFACTURING LEADERSHIP

Strategic Architect of Change & Transformation – Powers Profitability, Productivity, Quality, and Safety.

Dynamic, change-driving Operations Executive with over 20 years’ success directing manufacturing and production Operations for industry-leading organizations and clients. Reputation for resolving lagging production/output, minimizing customer concerns and quality defects, and empowering teams to achieve key performance goals. Expertise in Lean/Kaizen and Quality Total Management methodologies – frequently uncover inefficiencies and deploy improvements that optimize operations.

Motivating and engaging manager; consistently cultivate highly-accountable and self-motivated teams focused on solving problems. Effectively build buy-in and consensus for organizational mission and objectives; record of implementing transparency and forging open lines of communication throughout the organization, from the top down. Broad manufacturing experience and business acumen complemented by a genuine pride in delivering high-quality, high-value products to market.

Project Management & Execution

Injection Moulding and Paint Production

Multi- & Cross-Functional Leadership

Sales Strategy & Business Planning

Financial Management & Budgeting

Production Operations Analysis

Capital Purchases & Projects

Negotiating Contracts

Multimillion-Dollar Budgets

PROFESSIONAL EXPERIENCE

Inoac Exterior Systems, Toronto, On 2022- present

General Manager

Reported directly to the President and COO and leading all production, human resources, safety, quality, maintenance, shipping, IT, research and development, tooling, and process engineering departments. Managing production operations, including 5 injection moulding machines, multiple assembly cells and an automated paint line. Directly supervised 9 Managers with ultimate accountability for over 300 unionized employees. Managed P&L for a ~$75M budget.

Accountable for the efficient, safe and profitable operation of my plant operation.

Responsible for the overall manufacturing of quality parts efficiently, according to established schedules, INOAC group policy and industrial standards.

Effectively delegate tasks through proper organizational charts and job descriptions, to Managers and/or Supervisors consistent with established Management Practices.

To ensure that the production efficiencies are measured, that subordinates understand and utilize statistical data, such as scrap rates, cycle times, efficiency reports, etc. to achieve improved operational results.

Ensuring customer expectations are met and that standards of Quality, Accounting, Administration and Plant Management are maintained.

Implement, lead and participate in continuous improvement activities to ensure direction to targets is maintained and goals are met.

Cascade Canada Ltd, Guelph, ON 2019 – 2022

Plant Manager

Reported directly to the Vice President of Operations and leading all production, human resources, safety, quality, maintenance, shipping, IT, research and development, tooling, and process engineering departments. Managing production operations, including 4 steel fork tapering, bending and welding lines, 2 heat treat (continuous and batch), shot blast, and paint line. Directly supervised 9 Managers with ultimate accountability for 240 employees. Managed P&L for a ~$75M budget.

Implemented robotic welding cell into current production line increase through put of 40% from past results.

Worked with sales and production personnel to temporarily re-shore intercompany Asian production during Covid Pandemic without major increase to labour and minimal delays to customer base.

Managed production and safety group to reduce Lost Time Accidents to zero over 13 months. Focused on empowering production team members to not only identify safety concerns but where possible work to resolve the issues.

GRACIOUS LIVING INNOVATIONS, Mississauga, ON 2017 – 2018

Vice-President, Operations

Reported directly to the President and governed all production, quality, maintenance, shipping, research and development, tooling, and process engineering departments. Managed production operations, including 41 plastic extrusion lines with capabilities of heat transfer film and embossing, and off-line fabrication (CNC table and other design related activities). Directly supervised 9 Managers with ultimate accountability for 160 employees. Managed P&L for a ~$30M budget.

Curtailed appearance-related complaints by 30%+; leveraged process stabilization to strengthen inspection standards.

Opened a 44,000 square-foot, off-site warehouse; eliminated space restrictions/efficiency impediments. Orchestrated facility search, negotiations, and transfer/organization of products.

Introduced logic and workflow-optimization to facility layout (cell-based format); aligned production line set-up with product and labour expertise to maximize resources and manpower.

Championed a safety-first culture – driving achievement of 400 days without a lost-time accident (4 lost-time accidents in year prior to hire); reinforced safety as a priority by leading with safety concerns and education in all staff meetings.

MERRITHEW HEALTH & FITNESS, Scarborough, ON 2015 – 2017

General Manager, Manufacturing

Direct report of the CEO and oversaw all Production, Quality, Maintenance, Shipping, Human Resources, and Process Engineering departments. Managed welding, wood work, upholstery, paint/foaming, and assembly operations (high-end fitness equipment production). Supervised 5 managers, with responsibility for 45 employees. Controlled a $20 budget.

Recruited specifically to transform manufacturing performance and power sales – spearheaded multiple continuous process initiatives to meet demands of high-volume periods, while minimizing leaner sales periods.

Catapulted production and units shipped by 40%+; streamlined assembly and production, while decreasing errors by 20%. Leveraged Kaizen and Quality Total Management practices to resolve chronic lagging production.

Maximized profitability and improved cash flow – quarterbacked a “reshoring” strategy and integrated component production with existing operations. Resulted in a boost in quality levels and improved reliability of inventory levels.

Improved safety program within the facility; hit 500 days without a lost time accident.

BWAY/ROPAK CORP, Oakville, ON 2013 – 2015

Plant Manager

Reported to the Director of Operations and led production, quality, maintenance, shipping, human resources, customer service, and process engineering. Led long-term planning, day-to-day operations, and process improvement group. Managed 180 indirect employees and 6 direct employees (Managers). Responsible for entire facility P&L on a $25M budget.

Mandated upon hire to lead a new, consolidated facility – boosted production and sales 35%.

Overhauled moulding production area and implemented preventative maintenance practices to boost production and maximize staff capacity.

Deployed a Total Quality Management (TQM) system and introduced robust root cause analysis processes to improve multiple deficiencies across the production lifecycle: slashed customer-related issues 45% and reduced scrap from 3.5% to 2.3%.

Dramatically decreased recordable accidents by 80%+.

Implemented quarterly employee round tables and established training programs to rehabilitated employee communication and engagement; reversed previously uncommunicative culture and promoted employee awareness/advocacy.

TOYODA GOSEI, Minto, ON 2011 – 2013

Assistant General Manager, Production

Reported to the President and directed all production, maintenance, and process engineering departments. Managed production areas, including 43 injection moulding machines, 4 automated paint lines, and 95 different assembly stations. Led daily assignment allocation, long-term planning, budget control, quality assurance, and process improvements. Directly supervised a process improvement group (6 Managers), with ultimate accountability for 360 employees.

Within 1 month of hire, navigated impact of 2011 Japan Earthquake and Tsunami disaster – resulted in a 35%+ reduction in sales; sustained profitability while retaining all permanent staff.

Drove sales per production hour to $180/labour hour – 15% increase.

Achieved key customer metrics (less than 15 PPM and less than 20 KPM) and curtailed scrap from 2.2% to 1.8% (2011).

MOBIS, Alabama, U.S. 2005 – 2010

Senior Manager, Operations – Plastics Group

Launched a Greenfield Fully Automated Paint Operation for a Waterborne Basecoat/2K Low bake Fascia Line and a Waterborne Soft Touch Paint Line. Accountable for moulding and paint operations; oversaw all financial, operations, maintenance, supplier interaction, employee development, production control, and quality functions for 2 fully automated paint lines and injection moulding operations. Directed process improvement team and cultivated a highly-engaged team culture.

Achieved 93% FTT and 99% overall yield for Fascia Line and a 99% FFT of Soft Touch Line within 2 years of start-up.

Stood-up new production lines, including fascia’s, rockers, body side mouldings, grills, and door handles for initial vehicle launched at Hyundai and fascias for secondary vehicle.

Collaborated with Korean Management to train Mobis Paint Management at new facilities in China and Slovakia.

MAGNA INTERNATIONAL – Multiple Divisions/Subsidiaries 1995 – 2005

Paint Operations Manager (2001 – 2005) Paint Manager (1999 – 2001) Process Improvement Manager (1997 – 1999)

Purchasing Manager (1995 – 1997)

Frequently promoted within the organization during tenure with the company; oversaw various production operations.

Increased first-time yield to 91% (Paint Operations) and lifted paint line efficiency from 61% to 80% - boosting output 200%.

Instrumental in Paint Operations department receiving Nissan Manufacturing Quality Award for 2002 and 2003.

Drove 24% increase in gross profit and lifted paint line uptime from 70% to 95% (as Paint Manager).

EDUCATION & PROFESSIONAL DEVELOPMENT

University of Toronto – B. Comm. (Accounting, Macroeconomics, Microeconomics, Marketing)

Professional Development Courses (Magna International Management Development Program) –

Six Sigma Green Belt Lean and Kaizen Training Finance Team Building VA/VE Marketing Tooling

Fair and Effective Discipline Project Management Environmental Management APQP QS9000 DFM/DFA Leadership Moulding Principles Mould Flow and Defect Analysis Mistake Proof

W. DAN MOORING

Toronto, ON ***********@*****.*** 647-***-****

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