General Manager Supply Chain

Jack Morrison

Cleveland, TN *****

Phone: 423-***-****

E-mail: ****.*.********@*****.***

Objectives

To join a progressive leadership team in the south and provide executive leadership to a progressive organization committed to become a Globally Competitive Leader in their industry.

TPS,TQM, LEAN MFG, VSM, SIX SIGMA, Machining, Tube Mill, Tube Bending, Roll Forming, Welding, Stamping and Progressive Die, Die Casting, Assembly

Summary of Qualifications

Senior executive with broad management experience in manufacturing industries including turn around tactics, P&L responsibility, Lean (Toyota Production System) policy deployment, results management, enhancement of company value and acquisition process. Directed small business turn around venture. Demonstrated strengths in the application of TPS in manufacturing and service, product management, new product development, marketing, corporate planning, and supply chain. Results-oriented leader with skills in the development of people, effective relationships with customers and suppliers, participative management, and implementing cultural changes. Personable, energetic and confident.

Professional Experience

2015- 2020 Nelson Global Products Viroqua, WI

Director of Operation 2017-2020 General Manager/Plant Manager 2015-2017

Nelson Global Products, manufacturing for mufflers, and exhaust systems for automotive, truck, and off road vehicles industries. $84 million annual operations. In 2014 operation had less than 8% A.O.P. By June of 2015 we were operating at 18% A.O.P. By the end of the year we were operating at 22% A.O.P. After leading the operation to increased margins was promoted to General Manger over 4 plants totaling 234 million annual sales reporting directly to CEO at Corporate level. After leading all plants to greater than 22% A.O.P. Promoted to Director of Manufacturing Excellence over both N.G.P. as well as T.S.C.O.

2012-2015 Faurecia Automotive

Various Locations

Independent Consultant

Tier 1 supplier to the automotive industries, exhaust, muffler systems and seating.

2009–2011

Wartburg, TN

Site Manager

Heraeus Precious Metals North America

Heraeus Precious Metals North America LLC (HPMN) is an integral part of the globally active company Heraeus Precious Metals, it specializes in the manufacturing, refining and trading of precious metals. Wartburg Operation is in the refining side of the business unit. Over the last 3 years as Site Manager by utilizing Lean experience we have increased thru put 300% with a $150,000 capital expenditure and only added 2 employees. This increased our profits from 1.5 million to $6 million annually. This team success led to the decision to make the Wartburg, TN Operation the main hub for their Precious Metal Operation of North American Market.

2006-2009 Cannon Equipment Chattanooga, TN

Divisional Director of Lean Manufacturing

(Reporting to VP of Operations)

Responsible to reduce the foot print of the 3U.S. Operations, with dotted line responsibility of all 3 Plant Managers. The 3 operations have sales of $265 million.

Accomplished by introducing Lean Manufacturing Tools into the operation.

Reduced the Manufacturing cost by $6 Million per year and reduced the Manufacturing foot print by 160,000 sq. ft.

Set up Value Stream Concepts for division consisting of 3 U.S. plants with $250 Million in sales.

Initiated Lean Organization principals and restructuring.

Implemented Lean Manufacturing and Six Sigma initiatives

2003-2006 ACME Alliance Chicago, IL

General Manager of North America Operations

(Reporting to President and Owner)

$120 million corporation manufacturing major die-cast components for the Small Engine market, with customers such as; Arctic-Cat, Tecumseh, Volvo, and Mercury Marine, with 460 employees in 2 states, and 1 plant in China, with a Joint Venture in Brazil. Managed 8 direct reports consisting of 3 Value Stream Managers, Human Resource Manager, Manufacturing Engineering Manager, Quality Manager and IT Manager.

Acme was losing $750,000 per year within 1.5 years we closed the plant in Kentucky and absorbed all work into the North Brook III plant without adding any employees. Within 3year the P&L was positive by $1.5 Million.

This was accomplished by the following;

Set up Value Stream Concept for Acme Die Cast Division.

Initiated Lean Organization.

Restructured divisions into one organization.

Implemented Lean and Six Sigma initiatives, which lead organization to turn around to a profitable business.

Relocated Kentucky operation and incorporated it into the North Brook location.

Restructured divisions into one organization.

Responsible for 2 U.S. operations and help set up joint ventures in China, England and Australia

1994-2003 Atwood Mobile Products Greenbrier, TN

General Manager

(Reporting to Vice President)

$375 million corporation manufacturing major components for the Recreational Vehicle Industry, with 2600 employees in 8 states, and 19 domestic sites with a Chinese Joint Venture.

Responsibility for 2 operations and ties to the joint venture. Managed 8 direct reports including Controller, Quality Manager, Manufacturing Engineering Manager, Production Manager, Purchasing Manager, Product Design Engineering Manager, Customer Service Manager, and Dotted Line Sales.

Complete turnaround of plant performance, profitability and community image, improving a failing operation projected to lose profitability and market share, 5year budget planning, Profit & Loss.

Negotiated vendor contracts and setup vendor base in China

Introduced Lean Manufacturing and Kaizen concepts

Company turned profitable in 1year with continuous improvement

Increased profits to $1.2mmin 5years

Implemented TQM and Total Cost of Quality in 1year

Delivery Performance increased to 98% on time in 1year

Assisted in a major acquisition and successfully relocated an $l0million Appliance Group from Milwaukee to Elkhart in less than 2 weeks.

Introduced and implemented TQM to staff in 1st year. Achieved delivery performance at 97% with 3days lead time

holding zero finished goods inventory in 2nd year

Managedgrowthandmaintaineda30%contributionmargin.

ReceivedPresidentialSafetyAward2differentyears

Maintained union free facility

1989-1994 Porcelain Metals Corporation Louisville, KY

Plant Manager

Managed 6 direct reports including Production Manager, Human Resource Manager, Manufacturing Engineering Manager, Logistics Manager, Purchasing Manager, and Quality Manager, Management of plant resources to increase profitability, integration of facility and system required for producing quality products with optimal expenditures of time, labor and material to achieve the required corporate objectives.

Introduced Team concepts, SPC and TQM in 2nd year.

Setup PC based Inventory Management System replacing manual system for warehousing in 1st year.

Member of negotiation team for last labor contract between company and union in 3rd year Introduced New Product (Kings Ford Charcoal Grills)

Increased sales from $13M to $22M by 3rd year

1979-1989 White Consolidated Industries Athens, TN

Superintendent of Fabrication

Brought operating costs for these departments in line with budget. Successfully reached budget goals in a 9-month period at both locations.

Division Manager of Machinery and Equipment Engineering

Managed 4 direct reports including Tool Engineering Manager, Electrical Engineering Manager, Industrial Engineering Manager, and Administrative Assistant.

Coordinated with staff at different plant locations to implement programs established. Management of engineering resources to enhance the predictability of product design, plan practices of manufacturing, research and develop machinery and equipment, integration of facility and system requirements to produce quality products with optimal expenditure of time, labor and materials to achieve the required corporate objectives.

Accountable for planning documenting and controlling all in formation required manufacturing new products and introducing major capital equipment programs.

Assisted in 2 overseas plant set-ups, one in England the other in Australia.

Introduced 2 major lines for automation into the Springfield location. The 2 lines total over $26M of investment to make this the most automated range plant in the world.

Implemented a $5M automation line for the range plant in Athens, TN

Raised safety awareness and Received Presidential Safety Award 3 different years

Maintained union free facility

1968 to 1979 Hoover Universal Georgetown, KY

Hoover, now Johnson Controls Auto-Seating, started as a Tool & Die Apprentice. Spent 7years on the bench working on progressive dies, roll formers, spot welders, wire dies tube mills and wire welders. Then promoted to skill trades Supervisor at Litchfield, KY Tube Mill Operation, for 2years. 1976 promoted to Tooling Engineer Cadiz, KY Seating Plant.

EDUCATION

BSME, Ashbourne University

Milwaukee School of Engineering–Lean Manufacturing

University of Notre Dame-Executive Program

North Hennepin Community College-Business English

University of Kentucky Community College-Mechanical Engineering

Cleveland State Community College-Undergraduate Business Courses

Wright State Technical College-Mechanical Engineering

Kentucky Central Vocational School-Welding

Journeyman Certification in Tool & Die Making (4yearProgram)

Lafayette Vocational School-Tool & Die Making

Briggs and Associates Certificate in Project Management

Fabrication Manufacturers Association, Technology of Tub-Making

Basic Electrical and Electronics Course

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