Production Manager

TONY MATTUCCI

*** ****** ***  EXETER  ONTARIO  N0M 1S2

519-***-**** (H) / 519-***-**** ©  ********@*******.**.**

HANDS ON PRODUCTION MANAGER WITH 25 YEARS OF MANUFACTURING EXPERIENCE

MOTIVATES STAFF  BUILDS TEAMS  ACHIEVES RESULTS  FOSTERS CLIENT RELATIONSHIPS

ISO14001  QS9001  TS16949  KAIZENS  LEAN MANUFACTURING

SUMMARY OF PROFESSIONAL STRENGTHS

Extensive Manufacturing Management Experience with a wide range of business disciplines and solid understanding of process improvement, quality issues, labour relations, and unionized work environments

Proactive/Strategic Planning with proven ability to reduce lost time accidents and absenteeism due to injury or morale; and a reputation for reaching annual company goals by evaluating and streamlining operations, work processes, production, and manpower

Active Problem Solving with the ability to create, launch, and manage customer-focused business and execution plans in fast-paced environments - achieved through listening, analysis, improvisation, adaptability, and dogged follow through

Strong Communication & Leadership Skills (verbal and written) with a demonstrated ability to develop, build, and lead teams; train staff and mentor individuals; relate effectively with people at all levels of the organization; liaise seamlessly across functions; and develop and present policies and procedures to the senior management team (President, VP, General Manager, Plant Manager)

RECENT CAREER HISTORY

FIO Automotive, Stratford, ON 2005 - 2009

FIO (Canadian subsidiary of Futaba Industrial of Japan since 2003) is a supplier of automotive body parts)

Production Manager & Maintenance Manager 2007 - 2009

Advanced from Business Unit Manager GMX to assume responsibility for all production and maintenance in a 220,000 sq. ft. automotive parts manufacturing facility; hire, evaluate, and conduct annual performance reviews of all production, maintenance and engineering staff; oversee 3 departments, 1 Assistant Manager, 1Maintenance Clerk, 5 supervisors, 100 hourly employees, and 11 skilled trades for the Toyota Lexus, Corolla, and RAV4 programs as well as the GM Impala program:

 Set and meet annual objectives for the production team: reduced scrap through continuous improvement activities, implemented “quality at the source”, increased productivity through manpower reduction and efficiency improvements, and executed JHSC policies and objectives through training and awareness to maintain 0 Lost Time Accidents.

 Set and meet annual objectives for the maintenance teams: increased machine uptime through the proactive preventive maintenance program.

 Create business and execution plans and determine the operating equipment and processes needed to provide quality products – and deliver on time and within budget.

 Support staff to maintain company growth by drawing in and motivating employees through open communication, mentoring, and team building.

 Improved productivity in all 4 departments by utilizing Kaizen activities to reduce scrap and manpower, while increasing units/hour: continue to monitor, evaluate, and tighten productivity.

 Reduced manpower in all 4 departments from 125 to 100 by implementing process improvements.

 Launched the new 642 (Lexus 350), 150/151 (Corolla, Matrix and Vibe), and 715 (Toyota RAV4 SUV) programs for Toyota by commissioning new equipment and hiring/training new staff.

 Reduced scrap from $10,000/month to $1000/month by developing a salvage and repair process and procedure.

TONY MATTUCCI PAGE TWO

Tenneco Automotive, Cambridge, ON 1999 - 2005

Tenneco Automotive is a manufacturing plant specializing in automotive parts.

Plant Superintendent – Japanese Original Equipment Business Unit - JOEBU (2004 - 2005)

Plant Superintendent – General Motors Business Unit - GMBU (2001 - 2004) Advanced from the roles of Manufacturing Supervisor, Final Assembly (1999 - 2001) to manage 3 JOEBU departments, 5 supervisors and 150 hourly employees while supervising the Toyota Lexus, Honda SUV, VO, and GM Truck, SUV, and CAMI programs:

 Improved productivity by ≈ 20% in all 3 departments over a 12-month period by creating a leaner process flow through Value Stream Mapping (Lean Manufacturing) and implemented “Lean Manufacturing” principals: decreased Honda Trouble Reports (HTRs) and Parts Per Million (PPMs) - GM from 12 to 10, CAMI from 86 to 69, Toyota from 6 to 4, and Honda from 89 to 71 - over a 12-month period, by focusing on quality.

 Launched the 2005 volume increase for the CAMI GMT 191 program (from 660 per day to 960 per day): increased production through process flow improvements using Value Stream Mapping and Kaizen activities to go to “one piece flow” production.

 Improved labour relations and morale in JOEBU group through a more progressive management style that included employee involvement in identifying problem and implementing solutions.

 Reduced manpower by 5% as a result of implementing Lean Manufacturing principles while increasing productivity by 10% and reducing scrap by 10%.

PAST EMPLOYMENT

Operations Supervisor - Autrans Corporation, Ingersoll 1996 - 1999

Team Leader (Supervisor) - Ault Foods Ltd., London 1993 - 1996

Manufacturing Supervisor - Valeo Engine Cooling, Stratford 1990 - 1993

Buyer/Traffic Manager - Square D Canada, Stratford 1988 - 1990

Warehouse Coordinator - Cableshare Inc., London 1985 - 1988

Inventory Control Production Release Clerk - Bell Aerospace Canada 1984 - 1985

EDUCATION

Lean Manufacturing - University of Michigan, Ann Arbor, Michigan 2003

Planning & Implementing Warehouse Control Systems - Quality Alert Institute New York, NY 1993

C.A.P.I.C. (J.I.T. and P.P.I.M.) - Fanshawe College, London 1988

Lift Truck Training Supervisory Level - Fork Truck Training Ltd., Mississauga 1988

Computer Programming Diploma - Fanshawe College, London 1984

CERTIFICATIONS AND CAREER DEVELOPMENT

Ontario Occupational Health and Safety Act (certified member), Six Sigma Green Belt, Principals of Welding, Safety Health and the Law, Investigating Accidents, Harassment in the Workplace, Leadership Training (DDI)

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