Management Engineer

JOHN R. MALLOY, JR.

***** ******** ****** *****, **********, MI 48034 • 313-***-**** • ********@*****.***

Manufacturing Professional

ENGINEERING – OPERATIONS – PROJECT MANAGEMENT

Extensive experience in engineering and manufacturing management spanning the plastics, metals, automotive, and product distribution industries with a reputation for delivering quality results while maintaining a focus on customer satisfaction. Proven ability in applying technical knowledge, creativity, and critical thinking in developing collaborative relationships to accomplish challenging strategic business goals and operational objectives. Demonstrated ability to work on multiple projects within a specific time frame, along with the commitment to teambuilding through the use positive motivators.

PROFESSIONAL SKILLS

Lean Manufacturing Just-In-Time Manufacturing

Process Validation Operations Management

Budgeting & Forecasting Facilities Management

Strategic Planning Root Cause Analysis

Team Building/Facilitation Crisis Management and Conflict Resolution

Supplier/Vendor Management Logistics Management (SAP)

CORE COMPETENCIES

● Highly effective manufacturing engineer/manager who has transformed manufacturing departments with aggressive strategic plans into workable solutions and benchmarks for performance against key operational objectives.

● Strong project coordination skills with a process engineering background that has lead to effective costs reductions, productivity gains, and improvement in customer service satisfaction.

● Results-driven with exceptional practical judgment and memory for details with skills in developing process improvement, JIT material flow layouts, lean manufacturing, and problem analysis.

PROFESSIONAL EXPERIENCE

Evangel Ministries 2/2010 – Present

Assistant Operations Manager, Detroit, MI

Develop a solid overview of operations (budget planning and analysis) from being the lead for men’s ministry operations by providing leadership and overseeing administrative and logistical functions to ensure assigned departments are meeting and exceeding all quarterly and yearly goals set by senior leadership.

POLICIES, PROCEDURES, REGULATIONS: Review, update and implement appropriate policies and procedures. Appraise and analyze routine and non-routine materials needed by all departments in an effort to reduce the church’s overhead expenditures and costs. Establish and monitor priority level of administrative actions and execute administrative policy internal office workflow and establish procedures to improve effectiveness and efficiency of operations of a 10 percent improvement from fiscal year 2010 to 2011.

PLANNING: Plan, implement and provide leadership for annual special events (annual men’s picnic and leadership summits, Community Health Fairs and annual Thanksgiving Food Drive) reported event progress and budget compliance to key stakeholders. Built and maintain key volunteer relationships with business owners in assigned regions recruited and oversaw volunteer event committees, key role played in increasing the volunteerism rate within the church and community outreach efforts by 10 percent year to date.

OPERATIONS: Manage church facilities (5 buildings) and common grounds help to develop and implement the yearly maintenance budget reduce costs by recruiting and utilizing members of the church. Develop standard operating procedures for processing facilities utilization, maintenance work requests and records maintenance that ensures the smooth running to the church’s operations.

CUSTOMER CARE: Provided leadership and vision to a 5 member team assigned to track and monitor new member growth and development within the organization’s training and service departments. Developed the new member orientation and training (N.EM.O) a bi-monthly program designed to inform new members the organizations policies and procedures and introduce new member to senior leaders and department head.

MEP Services @ Huron Academy 09/2011 – 06/2012

Substitute Teacher, Sterling Heights, MI

Served as a temporary teacher for a class of 9 year olds on a nine-month contract. Prepared English and History assignments reviewed and corrected all homework with an emphasis on providing relevant feedback to each student. Devised lessons plans and the classroom environment designed to capture the children's imaginations and promote learning.

TRAINING: Provided extra assistance to students with special needs, such as non-English-speaking students or those with physical and mental disabilities. Presented subject matter to special needs using lectures, discussions, and one-on-one coaching supervised role-playing methods helping to increase overall test score by an average of 200 points on the Michigan Educational Assessment Program (MEAP) tests per mentored student along with 4 out 10 students testing out of the program.

WRITING, EDITING, COMMUNICATION: Researched and developed a wide variety of subject material pertinent to the subject matter being presented. Observed assigned students and provide positive feedback on student’s performance, behavior, social development, and physical health. Provided leadership and mentorship to low classroom achieving students along with provided a fun and challenging environment that helped boost students confidence and classroom performance.

Active Listening: Gave full attention to students, took time to understand the points being made, asked questions as appropriate, and did not interrupt at inappropriate times. In order to promote a friendly and open learning environment at all times.

American Axle and Manufacturing Corporation 9/2007 – 5/2009

Production Supervisor, Detroit, MI

Developed and maintained a viable plan of incorporating hiring, training, capacity modeling, efficiency/yield assumptions, ramp-rate, and learning curves assisted with scheduling production and the implementation of new production targets.

PLANNING: Developed and maintained a viable plan of incorporating hiring, training, capacity modeling, efficiency/yield assumptions, ramp-rate, and learning curves, played a key role in scheduling production and the implementation of new production targets which helped increase productivity from 70 percent to 85 percent due to newly implemented controls and methods.

PERSONNEL MANAGEMENT: Managed 55 union associates in prewash, extrusions and final axle inspection departments. Dedicated leader with well-developed communication skills with the ability to build motivated teams that consistently exceeded set production goals.

Axle Alliance Company 3/2006 – 9/2007

Production Shift Manager, Redford, MI

Assumed full responsibility for provided leadership all 2nd shift plant operations, including shipping and receiving, maintenance, and production departments. Oversaw the generation of maximum profitability and ensured full production levels were maintained while simultaneously maintaining all safety, quality, cost, and inventory management requirements within the given operating budget constraints.

TRAINING: Designed a training and evaluation schedule for 55 new associates, which contributed to the startup success of the newly launched 2nd shift. Trained 12 new operators how to setup and operated the EMAG (6 CNC centers) - The dual-spindle VSC 400 Duo vertical turning machine, used in the machining department for machining (cutting and grinding) the ring gear and pinion.

OPERATIONS: Slashed down time 10% and increased productivity – allowed workers to develop ownership and provide input into the work processes. Assigned tasks and workstations using worker’s experience and expertise to perform their jobs at a peak level, championed plant’s lean manufacturing/continuous improvement initiatives (pull card supply/resupply system, and lead a team that 5’sed the axle inspection department).

PERSONNE MANAGEMENT: Provided a motivational environment through opened lines of communication with the plant employees through daily shift briefings, employee surveys and action plans. Conducted performance evaluations for assigned employees (team leaders) that provided specific and detailed feedback on their management and leadership skills and the attainment of their respective goals and objectives.

RESOURCE MANAGEMENT: Controlled costs of material, direct/indirect labor and equipment in accordance to annual budget set by senior plant management. Supported an environment of continuous improvement by encouraging employees to make suggestions and implemented those suggestions where possible.

General Motors Corporation 1/1998 – 2/2006

Manufacturing Engineer, Romulus, MI

Increased productivity through combined work steps, removing non-value added tasks, added automation and the development of effective work practices (standard operating procedures) on the V-8 engine block line.

KNOWLEDGE: In-depth knowledge and understanding of the Makino (J-88) flexible manufacturing CNC machines – assigned to the new project launch team responsible for initial machine setup, runoff and PPAP documentation leader for new 6.0 liter V8 aluminum engine block. Worked with department supervisor and operators to write and update when needed standard operating procedures (SOP) for 30 machining operations and crossed trained all 3 shifts (75 operators) on new standard procedures.

PROCESS IMPROVEMENT: Investigated safety violations and maintained routine safety checks, oversaw major overhaul repairs and purchased parts for assigned departmental parts crib. Reduced departmental tool costs by 15 % by tracking tooling usage, testing competitive brands, and replacing out dated cutting tool with cheaper and/or longer lasting alternatives

RECORD KEEPING: Improved departmental productivity and quality by an implemented system of monitoring, recording and tracking machine downtime, repairs and schedule maintenance. Provided tracking data that helped to assist production management in making key decisions of over-time, staffing, machine downtime and schedule obtainability.

Industrial Engineer, Livonia, MI

Instituted lean manufacturing methods, labor utilization standards, and cost analysis systems that promoted efficient employee and equipment utilization. Monitored and reported equipment utilization and machine downtime with responsibility for the implementation of corrective and preventative actions. Assigned the task to performed equipment installation checks and validations on new equipment.

EXPERTISE: Extensive hands on project work involving efficiency, work design and measurement, industrial costs and controls, data management and systems designs, ergonomics, statistics and operations research allowed for the on-time completion of all assigned tasks.

CRITICAL THINKING: Devised and documented product manufacturing and assembly techniques to train new employees and a cross training program, which helped to increase productivity and job assignment flexibility by a measurable 15%.

MONITORING: Coordinated and implemented quality control objectives, activities, or procedures to resolve production problems, maximize product reliability, or minimize costs. Recommended methods that improved the utilization of personnel, material, and utilities by the reallocation of personnel, resources and materials in a timely manner or as needed bases.

PROBLEM SOLVING: Identified process efficiency problems and reviewed related information that developed and evaluated options and solutions. Considered the relative costs and benefits of potential implemented actions to choose the most appropriate course of action.

DaimlerChrysler Corporation 7/1996 – 11/1997

In-System Damage Coordinator, Jefferson North Assembly

Responsible for responding to day-to-day paint quality concerns in plant final assembly. Tracked and developed reports on procedures of paint quality trends and other performance measures. Maintained control over vehicle water test process, test criteria and repair procedures and documentation.

KNOWLEDGE: Trained on the operating methods, processes and paint shop operations supervised (on a rotational bases or as needed) all functional area of the paint shop (vehicle prep, sealing, power coating, paint booth, finesse deck and low bake repair departments), served as the paint shop’s key vendor/client (BASF for paint and DuPont for E-coat) contact for paint quality issues and concerns.

TRAINING: Documented, trained hourly workforce, and audited procedures and practices for QSR compliance and ISO 9001 certification passed the 1997 recertification audit with a 99% compliance rate (2 noted discrepancies corrected within 24 hours).

PROBLEM SOLVING: Reduced water seal leaks 60 percent led a team of the sealer supplier and operators to test and approve new sealer for the model year 1997. Developed and implemented advanced complaints handling and corrective action systems to reduce paint related complaints by 40%.

CRITICAL ANALYSIS: Tracked and monitored all water test leak daily reports for contact points failure (door, tailgate and engine compartment) with the assignment to drive process and quality improvement back to the paint department and provided leadership to repair any noncompliant vehicles outside of the paint department (general assembly). Instrumental in the reduction of the vehicle failure rate at the water leak test station from 1 out of 5 vehicles to a 90 percent over-all passed rate by improved monitoring and focus failure points.

EDUCATION

Keller Graduate School of Management, Southfield, MI 2/2012

Master of Business Administration: Project Management

University of Phoenix, Southfield, MI 6/2000

Master of Arts: Organizational Management

Eastern Michigan University, Ypsilanti, MI 5/1996

Bachelor of Science: Manufacturing Technology

Job-Related Training

09/2010 Complete Leadership Institute, Evangel Ministries

06/2011 Event planning and management training, Evangel Ministries

07/2008 Team building and problem solving techniques and methods, American Axle Corporation

06/2007 SAP Inventory management training, Axle Alliance Company

01/1998 Machine lock-out and Confined space training, General Motors Corporation

04/2000 Employee Assistance Program (EAP) and Labor Relations training, General Motor Corporation

04/2000 Conflict Resolution and Mediation, General Motors

07/2004 Continuous Improvement (5’s, waste elimination, and root cause analysis), General Motors

07/2004 Toyota Production System (Kanban, Andon, Just-In-Time and Kaizen), General Motors Corporation

07/2004 Preventative and Predictive maintenance methods and implementation, General Motors Corporation

01/1997 GS9000/ISO 9001 audit team leader training, Daimler-Chrysler

Military Experience/Community Service

United States Maine Corps: Honorable Discharged (07/1983 – 01/1991)

Member of the US Marine Corps League and the Non-Commissioned Officers Association

Certified Substitute Teacher (2011/2012) for grades K thru 12th

Math and English Tutor/Mentor for grade 6th thru 12th.

Boys Scout of America, Pack #125: Member of the executive 3 man steering council.

Member of the Brick Elementary School Parent/Teacher Association (PTA)

Member/Volunteer Project Management Institute (PMI – Great Lakes Chapter).

Member National Black MBA Association (Detroit Chapter)

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