Human Resource Resources

DAVID J. SCHOLLHAMMER

***** ********** ***** 248-***-****

Fenton, Michigan 48430 *****************@*****.***

PROFILE

Seasoned Human Resource Executive experienced in various manufacturing and service environments, with a proven track record of designing and implementing innovative, cost effective human resource solutions. Recognized for the ability to adapt quickly and develop strong organizations that are customer focused and capable of achieving operational and financial objectives. Highly analytical, well organized, with excellent communication skills and the ability to work with associates at all levels of the organization. Areas of Expertise:

• Labor Relations

• Benefit Administration

• Staffing ( all levels including executives )

• Performance Management Process

• Mfg. Foot Print Optimization

• Succession Planning

PROFESSIONAL EXPERIENCE

ACUMENT GLOBAL TECHNOLOGIES, Troy, Michigan 2000 - 2010

$1 Billion manufacturer of fasteners and engineered assemblies.

Director – Human Resources North America

Directed all aspects of Human Resources for 14 manufacturing facilities with locations in the United States, Canada and Mexico. Provided day to day direction and leadership to 15 direct reports with 2400 associates at the respective locations.

• Redesigned health care reform with contract savings of $27 million.

• Reduced total labor costs at five manufacturing facilities in 2009 and 2010 with an annual savings of $5 million, representing a 9% reduction in total labor costs.

• Developed effective labor strategies by participating in daily and monthly plant operational meetings. Also conducted skip level meetings on a monthly basis.

• Designed and implemented an innovative Performance Management Process used company wide.

• Created from the ground up a Human Resource organization that managed all of the North America operations.

• Implemented aggressive restructuring plans that increased plant capability utilization rate from 55% to 85% - 90%.

• Benchmarked safety standards for lost time and recordable incidents, and achieved results that were 25% below industry standards.

• Created a standardized process for environmental health and safety activities for all manufacturing and distribution locations. Risk analysis conducted at each location with recommendations and compliance with all state and federal environmental requirements.

GENERAL MOTORS - TRUCK & BUS ASSEMBLY PLANT, Flint, Michigan 1993 - 2000

Facility produces medium and heavy duty pickup trucks, and employs 5000 associates.

Director – Labor Relations

Directed all Labor Relations, employment and Environmental Health and Safety functions for a two million square foot manufacturing facility that utilizes a three shift operation. Ten direct reports included three Human Resource Managers, three Employment associates, three Environmental & Safety managers and one Education and Training manager.

• Developed and implemented a unique “Living Agreement” with the UAW covering 5,000 employees which provided a strategic competitive advantage over the National Agreement. This agreement is the only “Living Agreement” of its type in General Motors.

GENERAL MOTORS - TRUCK & BUS ASSEMBLY PLANT (continued)

Director – Labor Relations

• Designed and organized all hourly assembly training activities.

• Implemented competitive manufacturing concepts within the assembly operations including Lean Manufacturing Concepts. This virtually eliminated all prior labor disputes throughout the manufacturing facility and reduced direct assembly associates by 10%.

GENERAL MOTORS - DETROIT DIESEL ALLISON, Moraine, Ohio 1985 - 1993

Facility produced heavy duty diesel engines for automotive and commercial applications and consisted of 1200 associates, was 800,000 square feet and utilized two shift operations.

Supervisor of Labor Relations and Salaried Personnel

Held a number of management positions of increasing responsibility starting with the position of supervisor of labor relations and thereafter supervisor of salaried personnel.

• Key accomplishments included computerization of all personnel resource management systems. ( Eliminated manual records )

• Managed all labor relations activities including negotiating a two tier wage schedule thereby reducing total labor costs and providing incentives for future business.

GENERAL MOTORS – FLINT ENGINE PLANT, Flint, Michigan 1979 - 1985

Plant produced six and eight cylinder engines ranging from applications to the Chevette to the high performance Corvette. The manufacturing facility was 1.5 million square feet, a two shift operation and consisted of 3,500 associates.

Assembly Line & Machine Floor Supervisor

Supervised 100 associates on the assembly line operations and supervised 56 indirect machine floor operators.

• Increased efficiency from 82% to 103% while maintaining quality control.

• Developed a failsafe process for installation of main bearing inserts and awarded the General Motors Achievement Award.

• Developed statistical process control procedures for 12 Landis grinders, resulting in reduced inventory expense by 30% and increased productivity by 20%.

UNITED STATES MARINE CORPS – Captain 1975 - 1979

EDUCATION

Bachelor of Science, Economics, Davis & Elkins College, Elkins, West Virginia

ASSOCIATIONS

Society for Human Resource Management

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