Manager Plant
Resume:
JOHN A. CHASE
Lapeer, MI 48446 ************@*******.***
Career Summary
Hands-on, self-motivated manufacturing industry Plant and Operations Manager who excels in building an organization into a top quality supplier, while enhancing profitability and future growth. Experienced in best business practices with a well-documented history of generating cost savings and manufacturing accomplishments. Results-oriented Manager whose experience includes P&L oversight, management, operations, turnaround efforts, startups, closings, and continuous improvement. Experienced troubleshooter with Mfg.,production,materials and quality experience. Dedicated team leader who coaches others into leadership roles. Worked with APQP, ISO, QS/TS, JIT and Live Broadcast. Possess lean manufacturing expertise; offers automotive and non-automotive Mfg. experience working with Inj. mold plastics, foam, metals, metal fab, leather and cloth materials. Also experienced with consumer and pharmaceutical products, containers and Pkg. A Problem solver who uses 5s, Kaizen,Lean and Value Stream mapping.
PROFESSIONAL EXPERIENCE
CHAMPION BUS INC. – IMLAY CITY, MI
$3B dollar Bus Manufacturer for units all across the country. (Chassis through final Assembly) 2009 - 2012
Operations General Manager
Responsible for all operations with P&L responsibilities
• Worked 6 months with major cost improvements before a major fire happened and shut the business down.
We had two buildings the same size and our Manufacturing building burned to the ground.
I put together a make shift line in the only building we had and started hand building busses in
one week. We rolled out our first bus in three weeks.
• Took over the new construction project, created time lines and worked with the builders while keeping
production running at levels we could be consistent at.
Fire on Feb.14 2010, 1st bus rolled out made by hand on March 3rd 2010, Ground breaking on April 29th,
1st bus out of the new paint building less than 7 mos. After the fire, Sept. 2010 gained occupancy of the
new Mfg. plant.
Created a new One piece flow Assembly Line right through paint and shipping.
Started up new Lean Projects and Continuous Improvement Programs. Reduced Labor from 16% to 11%.
• Gained pre-fire production ship levels and labor efficiency without losing any customers or programs.
• Current back log is full and a nice profit center.
SHELBY ENTERPRISES, INCORPORATED – ROMEO, MI
$35 million Tier I automotive company that manufactures fuel fillers and air bag tubes. (Fab and Asm.)
Tube bending/ Welding/ and Assembly
VICE PRESIDENT OF OPERATIONS 2006 – 2009
Report to the President and CEO.
Accountable for all operations and departments, including HR, Quality, Engineering, Finance, Sales, Materials and Manufacturing. Oversee 200 employees.
Created and launched the Quality and Operational plan that successfully eliminated a three-shift 24-hr seven-day operation down to two shifts of five days.
Changed personnel and created lean principles and TPS, which successfully resulted in a reduction of 16 annual recordable injuries down to three, PPMs from 300 down to 32, and a 50% scrap reduction. Developed cost saving programs which resulted in $900,000 savings annually, a 6% total cost reduction in D/L and IDL, new reporting systems including a daily 12-panel report with daily report out meetings, and 5s, standardization.
Generated new program reviews and plant layouts.
Oversaw employee communications and training.
Directed six new successful program launches and new plant layouts.
Produced annual goals for each department, totaling 53 for the year.
Increased production and labor efficiency percentage.
Lowered DOH inventory and worked with suppliers on cost reductions, while lowering material cost.
Increased EBITA.
Generated $1.8 million in cost savings in two years.
Increased the overall Customer Quality Score for the air inflator tube business from 60% to 100%.
JOHNSON CONTROLS, INCORPORATED 1998 – NOV. 2006
$32 billion company specializing in automotive interiors, batteries and controls.
CORPORATE LAUNCH MANAGER – PLYMOUTH, MI ( TOOK A BUY OUT ) APR. 2006 – NOV. 2006
Reported to the VP of JIT Seating for the new 2009 Ram pickup truck.
Accountable for complete manufacturing launches of three new sites on a $500 million annual program and ensuring involvement of manufacturing early before the DV process.
Planned, hired and trained all hourly and salaried employees.
New locations included Warren, MI, St. Louis, MO, Mexico, and Newark, NJ.
PLANT MANAGER – AUBURN HILLS, MI/WARREN, MI/LAPEER, MI/MT. CLEMENS, MI 1998 – 2006
Accountable for all safety, quality, P&L, and complete total operations JIT manufacturing and assembly, Six Sigma improvements, value stream manufacturing, Kaizen, 5s and lean line balance manufacturing. Managed plants with annual sales up to $360 million and 500+ union and non-union UAW employees. Injection Molding/Asm./Paint and Seating.
Oversaw the successful startup and sale of a plant in Auburn Hills and a new construction in Warren, Mi; worked with the real estate company to sell the plant for a profit of $8 million.
Handled complete management of all operations, which included multi-shift hourly and salary employees, safety, quality, production, customers, maintenance scheduling, HR, engineering, health and safety, and materials.
Launched four different products and customers simultaneously in a newly constructed building and turned a profit the first month of operations, including 1ppm per year and a scrap rate of 2%, and earning a Gold Safety award.
Successfully took over of a headliner plant in Michigan losing $1.5 million per month and turned a profit within six months. Reduced scrap from 25% to 5%, increased labor efficiency from 65% to 90%, and generated a $2 million monthly inventory reduction, along with successful non-union drives through employee involvement and communications.
Produced reductions in labor by line balance and a 50% reduction in overtime through enhanced scheduling, TPS and accountability.
Lowered safety recordables by 30% and earned a Silver Safety award, along with several Lean and Kaizen awards.
Customers included Ford, GM, Toyota, and Chrysler; closed the plant and moved it to Holland, MI and traveled to Holland to lead successful startup efforts.
Led the successful takeover of a JCI seating plant in Mt. Clemens, reaching a 15% higher profitability, a reduction of overtime by 25%, line balance and reductions in labor by 28%, and safety recordables reduction of 20%. Reduced scrap rate to 1%, and 3 PPM annually, winning the Gold Quality JCI Olympics Award and a Silver Safety award. (Closed the plant after the Chrysler Customer contracts ended)
Coordinated the Visteon Seating takeover and launch of the Expedition and Navigator for one year; purchased new equipment and moved to another location with a seamless transition to Ford Motor Company. Hired all new employees, created timelines for product and training. Directed launch; achieved profitability within two months and a scrap ratio of less than 1%, winning the JCI Gold Chairmen’s Award and several other quarterly merit and Kaizen awards.
Achieved over $10 million in continuous improvement and Six Sigma projects.
Successfully resolved supplier process and scrap issues, enabling maintenance of production rates and succeeded at hitting run at rates to supply all Johnson Controls Plants.
Facilitated the move of 30 metal stamping dies from suppliers to internal JCI plants for an additional $2.5 million in annual cost savings.
BECKER CORPORATION (PURCHASED BY JCI IN 1998)
$2 billion automotive company with 200,000 sq ft, 230 employees, and Teamsters membership.
GENERAL MANAGER/PLANT MANAGER (INJECTION MOLDING, PAINTING AND ASSEMBLY OPERATIONS) 1995 – 1998
Accountable for total operations of all three shifts and P&L for 3 plants.
Reported to the COE. Possess plant and corporate experience.
Successfully lowered total scrap dollars by 23%.
Increased throughput by 30%.
Reduced overtime by 75%.
Lowered safety recordables by 20%
Increased profitability by 26%
Introduced Lean Principles and changed the plant layout for better material flow and cost savings.
LETICIA CORPORATION
$25 million in sales with Non-union employees, 189,000 sq ft, and 150 employees. Non Automotive
PLANT MANAGER – ROCHESTER, MI (CONSUMER PLASTIC PKG. PRODUCTS FOOD AND INDUSTRIAL PLASTIC MOLDING) 1993 – 1995 ( LEFT FOR PROMOTION)
Reported to the VP of Manufacturing.
Oversaw total operations for all three shifts and total P&L.
Implemented employee involvement teams for safety and quality circles.
Developed and implemented a training manual for new hires.
Started up a production cycle count and monitor system for improved scheduling and higher production that increased efficiency rating to 98%.
Reorganized warehouse system for a flagged inventory system.
G&L INDUSTRIES
Automotive wood fiber interiors, manufacturing and assembly company with $40 million in annual sales, 170 non-union employees, and 100,000 sq ft...
PLANT MANAGER – MT. CLEMENS, MI ( WENT OUT OF BUSINESS) 1991 – 1993
Oversaw total operations for all three shifts and total P&L.
VOPLEX CORPORATION
Plastic automotive and non automotive interiors manufacturing and assembly company with $400 million in annual sales, 350,000 sq. ft., and 420 UAW employees. Consumer and pharmaceutical goods manufactured.
Injection Molding, Paint, and Assembly lines and work cells.
DEPARTMENT MANAGER – LAPEER, MI (LEFT BEFORE COMPANY MOVED TO CANADA) 1983 – 1991
Responsible for total operations of all three shifts and P&L in Molding and Assembly
EDUCATION
Business Management ICS Business Center
JCI Finance and Business Mott Community College Injection Molding
Skills for Leadership Excellence Maureen McGuire, Ph.D.
PROFESSIONAL DEVELOPMENT
Extensive Training in the Following:
Manufacturing Production JIT ISO Kempner Trego Leadership Value Analysis
Continuous Improvement Safety and Training Toyota Production System knowledgeable.
Lean Manufacturing and turn a rounds.
TECHNICAL SKILLS
MS Word MS Excel MS PowerPoint Lotus Notes Microsoft Management
References available upon request
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