Manager Project

Lane M. Morlock

**** ***** ****** ****, **** Orion, MI; 248-***-**** (Cell) *********@*****.***

QUALIFICATIONS

•Proven ability to successfully lead people and manage projects.

•Strong background in lean process implementation, manufacturing, and engineering combined with international business experience, perspective, and cultural sensitivity.

•Work effectively both independently and as part of multidisciplinary teams.

•Track record of implementing process improvements, which have increased efficiency, productivity, and profitability.

•Appreciated by customers, employers, and associates for dependability, integrity, and commitment to partnership.

EDUCATION

South Dakota State University, Brookings, SD; 1982-1987

Bachelors of Science Degree - Electrical Engineering

Minors: Physics and Mathematics

National Technological University, Fort Collins, CO; 1988-1990

Engineering Management Curriculum

Seattle University, Seattle, WA; 1991

Business Administration Curriculum

EXPERIENCE

General Motors Corporation

Global Lean Manufacturing Manager: 11/02 – Present Key leader in the development of General Motor’s Lean Manufacturing System, and responsible for leading the implementation of Global Lean Manufacturing strategies / initiatives across the manufacturing and engineering organizations. Also, a strategic leader for setting up lean strategies specifically related to the design, layout, and start up of new manufacturing operations. This included developing metrics associated with lean plants, benchmarking our competition, and implementing processes to drive lean behaviors. Recent achievements include; reduced product inventory in a manufacturing facility by 50%, reduced investment cost for a new program by over $15 million dollars, and improved first time quality in a major manufacturing process by 30% which resulted in over $8 million in cost savings.

Engineering Manager (NUMMI): 1/02 - 11/02 Responsible for managing all engineering activities in the injection molding and plastic painted parts facility. Successfully launched the new Pontiac Vibe, a new model Toyota Corolla, and the right hand drive Toyota Voltz. Implemented numerous lean manufacturing techniques such as visual process controls, TPM tracking boards, key point charts and error proofing devices. Initiated and led a major robot replacement project.

Manufacturing Advisor (NUMMI): 10/00 - 1/02 Advisor to the NUMMI Assembly Plant. Part of a two year assignment to gain a deep understanding of the Toyota Production System. Coordinated several quality improvement projects and the Project Leader for Quality Improvement associated with the launch of the right drive Voltz which was exported to Japan. Developed and led customized learnings on the “Toyota Production System”. Supported GM and other customers with implementation of quality and efficiency improvement strategies based on lean manufacturing strategies. Worked on line as an assembly worker in all departments of the plant, gaining valuable knowledge on the Toyota Production System. Generated $1.5 million in savings to NUMMI and GM.

Project Manager (China): 11/97 - 10/00 Project management and engineering responsibilities associated with the design, installation, validation, and production support for all machinery and equipment required for the new paint facility in Shanghai, China. Directed activities relating to the approval, testing and start up activities required for the paint material suppliers. Worked closely with the general contractor and all subcontractors to clarify design specifications and verify specifications were being met during the installation phase. Supervised the activities of contract engineers that were responsible for the equipment validation and production launch support.

Ford Motor Company

Operations/Manufacturing Manager: 10/96 - 11/97 I had overall responsibility for meeting cost constraints, quality objectives and production quotas for the production staff. This included meeting manpower reduction tasks while improving quality and reducing warranty costs. Managed and led the activities of the production supervisors and over 100 hourly employees per shift. Ford High Potential Employee.

Maintenance Manager: 7/96 - 10/96 Responsibility for maintaining all facilities and equipment associated with the paint department. Directed and coordinated the activities of salaried supervisors and contract engineers as they handled the daily activities associated with scheduling and coordinating the work of approximately 60 union skilled trades personnel.

Senior Process Engineer: 2/95 - 7/96 My primary responsibilities were the following: prepare and manage projects relating to additions or upgrades of the paint facility, implement departmental policies designed to bring all equipment to their specified operating parameters, develop programs to monitor up-time of the equipment and recommend procedural changes, ensure that all parts required for the equipment/facilities are ordered and delivered as needed, ensure that all safety measures are included with automated equipment installations and that they are working at all times. Chaired three Total Preventative Maintenance groups.

Manufacturing Supervisor: 5/94 - 2/95 My areas of accountability were the following: established manpower requirements, identified engineering changes required for engine assembly, monitored quality indicators and established reaction/containment plans for problem areas, notified suppliers of quality problems, worked within the cost control guidelines for direct and indirect material, defined and coordinated all changes related to engine assembly for model changes or volume changes and achieved production volumes set forth by the company.

Abbey Medical

Northwest Network Manager: 5/93 - 12/93 Seattle, Washington. The Northwest Network Manager position was a newly formed position, which held the responsibility of developing a network of equipment suppliers that could service the entire states of Washington and Oregon. The ability of the Network to provide services to a much larger geographic area than any of our competitors gave us a strong marketing advantage.

Assistant Branch Manager: 8/92 - 5/93 Portland, Oregon. Developmental Assignment. Responsibilities included but were not limited to the following: attaining revenue and operating profit goals, meeting expense control guidelines, managing branch inventory and accounts receivable assets, developing branch profit and marketing plans, reviewing outside services utilized by the branch, and hiring, training and evaluating branch employees. The Portland branch exceeded all goals set by our corporate office and was chosen "Branch of the Year".

The Boeing Company (Kent Space Center)

Senior Test Engineer: 11/87 - 8/92 Advanced Projects/Experiment and Developmental Group, Kent, Washington. Responsibilities were to develop and implement plans for the purpose of testing avionics equipment valued in excess of a billion dollars. A large portion of my experience was related to off-site operations, which required coordination with several companies and Governmental Agencies.

Avionics Design Engineer: 7/87 - 11/87 Inertial Upper Stage Program, Kent, Washington. Designed hardware modifications, devised special test apparatus and test procedures to collect data, isolate faults, and resolve performance discrepancies of the IUS avionics equipment. Provided launch support for the IUS / Space shuttle missions. Prepared engineering analysis to resolve technical action items.

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