Earl M. Miller

kwng0q@r.postjobfree.com

**** ******* ***** ***********, ** 46176

317-***-**** home

317-***-**** cell

Results-focused operations leader with an increasingly more successful career built over 33 years in a variety of manufacturing environments. Possesses a tenacity that has led to the achievement of 3 major company turnarounds from net a loss position to net profit gains. Proven ability to use strong leadership traits including: managing by objective; concise operational metrics for safety, quality, cost, productivity; a knowledgeable understanding of complex maintenance solutions; an acute understanding of quality (decreased PPM, increased FTT and FTQ); as well as a strong dedication to employee development. Committed to creating operational success by empowered teams and linking process and profit directly to the exceeding the expectations of the customer. Areas of expertise include:

Lean Manufacturing Operational Turnarounds

Finance/ P & L FTT (First Time Through) Quality Control

Employee Development and Leadership Root Cause Analysis (8-D, 5-Why, 5-S)

Project Management Systems TPS (Toyota Production System)

Plant Construction and Expansions OEE

OPERATIONAL LEADERSHIP

• Led the operations to net year over year profit for 7 consecutive years, the longest run in company history.

• Provided assistance in the revamping of the budgeting process and procedures for the company, with focus on accuracy in operations and inventory control, as well as P&L for the three plants.

• Coordinated the construction and successful launch of PK Tennessee in 2004 and PK Mississippi 2006. This included all phases of design and construction, and well as production launch. The PK Tennessee was able to make profit the first year in operation.

• Led continuous work in all the areas of communication, maintenance, housekeeping, quality, delivery and manufacturing, contributing to business being awarded Tier 1 supplier status for Toyota.

• As the Managing Director, worked as the client interface, to find solutions for previous projects that were poorly executed, and rebuilt customer confidence that resulted in new projects impacting bottom line profit.

• Successfully negotiated a contract freeze with UAW to stabilize business and created a joint team concept that increased profitability.

• Led initiatives that achieved first QS-9000 certification for Detroit Steel Products.

• Led preparation for the successful sale of the operation when GenCorp diversified from the automotive market.

• Successfully coordinated and diverted the strongest union drive in plant history through communication and consistent policy administration.

• Ran plant with two years of consecutive profitability for the first time since plant was constructed.

PROCESS IMPROVEMENT

• Reduced overall loss of business plan by $6 million dollars in 2009, taking operation from negative profits in the first two quarters to profitability in the last two quarters.

• Revamped metrics systems instituting effective operational meetings focused on uptime, OEE, cost / pcs for labor, supplemental materials, variable mfg cost, cost of poor quality, maintenance, and die maintenance..

• Revamped the safety organization and established a strong safety coordinator team which reduced recordable accidents from 55 in 2008 model year to 30 2009 model year. This equated to a 55% improvement and the best in company history.

• Reduced incident rate to 3.32 from 12.00 the national average for the industry, surpassing the 2008 model year level of 10.0, or a 66% improvement.

• Created and refined a strong metrics for measuring the performance of senior and departmental managers in all three facilities. Attributed to driving PPM down from 2400 to 25, target was to achieve 15 ppm to meet Toyota targets.

• Developed and implemented plan that resulted in increased uptime from 71% to 89% in 12 months.

• Improved operations leading to the achievement of a $2 Million turnaround in profitability in two years while at Bee Window.

• Developed cost savings program for Maintenance Operations for John Deere & Co. Foundry Operations, Moline, IL. Improved performance by 18%

LEAN MANUFACTURING PROCESSES

• During downturn in business, converted multiple plants into cross functional groups to better serve the operational associates. These combinations included, machine maintenance, die maintenance, process, engineering, die cast and finish operations. As a team removed $4.5 million dollars of operating expenses.

• Installed dispatch system for maintenance organizations, reducing response time to repair by 50%.

• Expanded the Technical and Industrial Consulting group by implemented packaged assessments, developed integrated project management system in conjunction with Harper Schuman Accounting Tools.

• Developed complete metrics and training systems for manufacturing to transition from a traditional to team concept work environment.

• Designed a program of Quick Mold Change reducing changes from 14 hours to 4 hours against industry standard of 6 hours. This equated to a utilization saving of $2 million.

• Created and Implemented a team concept 12 Indices Tracking System which increase accountability, quality, and production in the operations group. This resulted in the highest profit return in history.

PROFESSIONAL EXPERIENCE

Ryobi Die Casting, Inc., Shelbyville, IN

2008-2010

(Annual Sales $160 Million)

Vice President of Operations, Corporate Officer

Primary Product Line: Automotive Aluminum Transmission Housing

PK USA, Inc., Shelbyville, IN

2000 –2008

(Annual Sales $130 Million)

Vice President of Manufacturing and Operations, Corporate Officer

Primary Product Lines: Automotive Stampings, Metal Assembly, E-Coat, and Injection Molding

Lester B. Knight & Associates, Inc., Chicago, IL

1997 –2000

(Annual Divisional Sales $60 Million)

Managing Director / Vice President of Operations

Primary Product: Management of Design Build Engineering Division, and Facilities Consulting

Detroit Steel Products, Inc., Morristown, IN

1996 –1997

(Annual Sales $40 Million, Part of Marmon Group $6.5 Billion annually)

Production Manager

Primary Product Line: Automotive Suspensions for Medium and Heavy Trucks

GenCorp Inc, Reinforced Plastics Division, Shelbyville, IN

1993 – 1996

(Annual Sales $100 Million, Part of GenCorp a $1 Billion Annual)

Plant Manager, Operations Manager, Facilities and Engineering Manager

Primary Product Line: Compression Mold Automotive Body Panel Class A

Bee Window Inc., Indianapolis, IN

1991 – 1993

(Annual Sales $15 Million)

Plant Manager

Primary Product Line: Manufacturing of Residential and Commercial Vinyl Windows

Lester B. Knight & Associates, Inc., Chicago, IL

1990

(Annual Sales $34 Million)

Maintenance Specialist

Primary Product Line: Consulting Foundry Maintenance Processes

General Motors Corporation, Chicago, IL & Wentzville, MO

1978 – 1990

Technical Shift Superintendent of Body Shop, Assembly Plant

Maintenance Superintendent, Stamping

Maintenance Asst. Superintendent, Stamping

Department Manager of Die Maker Devices (Plant Stamping Automation), Stamping

Plant Planning Administrator (Direct report to Plant Mgr.) Stamping

Press Room Asst. Superintendent, Stamping

Industrial Engineer / Plant Engineer, Stamping

Shipping and Materials Supervision, Stamping

Primary Product Line: Automotive Stamping and Metal Assemblies, Class A,B,C,D

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