Plant Manager Operations
Resume:
Ken Hoskins
Berea, KY *****
**********@*****.***
Objective:
To obtain a challenging plant manager / director position in an automotive manufacturer that will allow me to utilize my vast knowledge of the Toyota Production System to drive all areas of the site to become highly successful and profitable.
Overview:
Plant manager with 36+ years of lean manufacturing experience. I am recognized for strong process improvement skills and new system development and implementation. I possess a high skill level for improving under-performing manufacturing plants. I am an expert in the knowledge, understanding, and implementation of TPS principles, TPM implementation, Kanban parts ordering and delivery, 5S, very strong Kaizen and problem-solving skills. I also possess a strong teaching ability of TPS and Lean Manufacturing principles. My training was hands-on with the most experienced trainers from Toyota's Japanese manufacturing plants. I practiced and improved my TPS skills through successful practical applications for over 36 years.
I am very successful in developing highly effective leadership teams.
I am very skilled in identifying areas for improvement and developing strategies for addressing and improving these areas that are less than sufficient.
I have managed plants as a tier 1 supplier to Toyota, Honda, Subaru, Mazda, GM, Ford and Nissan. Developed strong relationships built on addressing the needs of the OEM customers quickly and effectively.
I have been involved in leading plant start-ups as well as led numerous successful new model launches throughout my career.
Professional Experience
NSG 4/2024 to Present
Group Leader
Lead and direct production in the Tempering department. Determine staffing needs. Direct operators and technicians to ensure smooth flow of products while ensuring quality. Ensure all safety requirements are met.
Banner Management Consulting 5/2023 to 4/2024
Contractor
Lean Management consultant focusing on process efficiency and waste reduction.
Highly skilled in utilizing labor efficiency while improving ergonomics. Effectively implementing basic lean tools and training for the shop floor leadership as well as executive leadership.
Toyo Seat 6/2022 to 5/2023
Plant Manager
Lead all aspects of plant operations including safety, quality, productivity, cost reduction, and human resources with a total workforce of 325 employees.
Direct responsibility for plant P&L Rebirth activity.
Implemented Safety / 5S genba audits to help ensure zero recordable accidents and improved work environment.
Implemented daily scrap review and countermeasure activity for scrap cost reduction.
Hold genba quality reviews for all external customer defects immediately to identify root cause of defect and implement permanent countermeasures to eliminate recurrence.
Leading TSUC Rebirth activity. Restructured indirect staffing requirements reducing indirect labor costs by $1.8 million annually. Implemented various kaizen activities to improve efficiency and reduce direct labor costs by $1.05 million annually. Led cross functional teams that reduced scrap costs by 66%.
Implemented several projects and practices for retaining employees and improving overall employee satisfaction.
HTNA 11/2019 to 3/2022
Plant Manager
Lead all aspects of the manufacturing plant including safety, quality, productivity, cost and P&L. as well as new model and equipment launch. The workforce was 250 employees.
Implemented numerous safety activities and policies to improve safety for all team members including the development of a Safety Committee.
These include management safety Genba walks, Green Cross alerts, and random safety audits.
Successfully led the plant through 4 new model launches that increased sales by 40%.
Led scrap reduction activity with a 30% reduction is scrap. This was achieved through focused gemba and problem-solving activities ensuring true root cause was found and countermeasures were implemented.
Reduced quality defect PPM from 38 to an average of less than 8.
Built strong customer relationships through plant visits and immediate response to customer concerns to ensure no outflow and issues were resolved immediately.
Improved employee retention and reduced turnover rate from 20% month over month to less than 5%.
This was achieved through open communications through all levels of the plant organization.
Implementing recognition programs for good performance as well as improving working conditions by ensuring good 5s throughout the plant.
Nippon Piston Ring of America 10/2017 to 11/2019
Plant Manager
Lead all aspects of the manufacturing plant including safety, quality, productivity, cost and P&L. as well as new model and equipment launch.
Developed and implemented safety consortium with other manufacturers in Nelson County to share best safety practices.
Implemented numerous safety activities and policies to improve safety for all team members.
These include management safety Genba walks, Green Cross alerts, and random safety audits.
Successfully lead plant through increased production volumes of 900,000+ pcs year over year while reducing scrap costs by 50%.
This was achieved using Toyota best practices problem solving activity, process audits and standardized training methods for new employees.
Implemented daily KPI tracking boards for Key Performance Indicators such as safety,
Quality, scrap cost, productivity, and maintenance.
Led several charitable activities for the community including food drives, ACS, KY Blood Center, Relay for Life.
Martinrea Heavy Stamping 10/2016 to 10/2017
Business Unit Manager
Responsible for all aspects of manufacturing in Business Unit #3.
Implemented model line activity on C520 AB ring lines. Improved productivity from an average of 74% to 86% through basic TPS implementation of andon system, hour by hour floor management, 5s, and job instruction training. Reduced direct labor costs by $950,000 annually through lean implementation.
Hitachi Automotive Systems 8/2014 to 10/2016
Production Manager
Responsible for all aspects of manufacturing in the shock department.
Ensuring safety, quality, efficiency, and continuous improvement targets are met.
Summit Polymers 11/2013 to 6/2014
Operations manager
Responsible for all manufacturing operations in the plant. This includes scheduling production, monitoring inventory levels, leading practical problem solving, ensuring adherence to TPS principles and practices.
Ensuring safety, quality, and productivity goals are met and exceeded in all manufacturing departments.
Working closely with engineering, quality, and maintenance to ensure new launch timing goals are met and tooling and equipment issues are resolved quickly with minimal interruption to production.
Closely monitoring labor costs and productivity to ensure KPI’s are met by adjusting labor needs and using kaizen activities to improve processes.
Grote Industries, LLC 7/2011-5/2012
Plant Manager
Responsible for all manufacturing and warehouse operations at the Madison, IN facility.
This includes all aspects of capital and operating budget, P & L, manpower, production, new product launch, facility, and manufacturing maintenance. Also all aspects of environmental, safety and health at the plant.
Negotiated grievances and arbitration with union officials. Implemented new HR policies that improved overall performance in production and safety at the facility.
Taught and implemented 8 Step Problem Solving resulting in reduction of scrap and increasing through put in both assembly and molding departments.
Implemented 5s program in all divisions of the plant that improved general housekeeping, efficiency, and safety. Using basic 5s standards training and standard audit form, 5s scores increased and sustained from 65% to 93%+.
Reduced raw material days on hand from 5 to 1 on the production floor by implementing a just-in-time pull system.
Taught and implemented PDCA activity that increased efficiency from 72% to 89% in the assembly division in the first 9 months.
Implemented lean systems training based on the Toyota Production System for all divisions and employees. This included division managers as well as operators on the floor.
Implemented points based, no fault attendance policy that reduced absentee rate from 3.5% to less than 1%.
UGN 2005 - 2011
Production Manager (plant launch)
Production process layout, design, and standard work of manufacturing cells for new product launches.
Manpower allocation.
Production scheduling.
Production reporting and inventory control.
Lead Kaizen activity for the Manufacturing Department.
Raw materials control for the Manufacturing Department.
Responsible for all aspects of safety, quality, productivity, cost and continuous improvement for the Manufacturing Department.
8 Implemented improvements to die change procedures resulting in a reduction from 14 minutes to 2 minutes required for change over.
Improved layout and flow of process resulting in the elimination of 1 shift of production.
Implemented build schedule which improved material flow and improved efficiency of presses by 35% and improved material handing efficiency.
Developed and implemented new strategy for improving the 5s on the manufacturing floor.
Responsible for teaching TPS principles to Coordinators, team leaders, and team members.
Newell Rubbermaid 2004- 2005
Extrusion Supervisor
Schedule and align manpower for efficient production.
Ensure all safety practices are complied with.
Train and evaluate associate performance.
Confirm quality of products and make recommendations for improvement.
Implement kaizens for smooth flow of product packing.
Implement and audit 5s principles for the extrusion department.
Ensure all quality standards are met.
Lead and implement c/m activity for out of standard issues.
Toyota Motor Manufacturing 1988 - 2003
Group Leader
Responsible for daily operations of production lines in assembly shop
Manpower allocation and job assignments
Attendance and payroll tracking and reporting.
Assembly process review and improvement strategy
Equipment start-up and readiness confirmation
Maintain quality of assembly process
Safety Audits of assembly area
Process ergonomic reviews and improvement activity
Monitor daily productivity and develop strategies for improvement.
Develop and implement systems for improvement of safety, quality and productivity
Process development for new vehicle models
Budget forecasting for operating costs, manpower, overtime and consumable goods
Online process development and problem solving
Maintenance and repair of online production equipment
Production performance tracking and reporting
Online replacement for production team members
Process improvement
Education
Lincoln Memorial University - Computer Science
Other professional training at Toyota includes:
Conflict resolution
Effective Shop Floor Management
Meeting Facilitation
Managing Difficult people and Situations
Ergonomic Improvement
Safety Hazard Detection
Red Cross Adult CPR and First Aid
Practical Problem Solving
Job Instruction Training
Meeting Facilitation
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