Engineering / Production /Plant Manager (110038)

Presenting a highly accomplished Engineering / Production Leader. His expertise is demonstrated in his impressive 20+ year track record of successfully achieving technical, financial, productivity, and quality goals in the Automotive, Heavy Equipment and Metals Casting industries. Take one look at his achievements and you quickly realize that he can deliver some serious bank!

He is a Mechanical Engineer with an MBA and is an accomplished Project Manager. Has excellent experience in Capital Project Planning and Execution. High volume automotive capacity planning experience. He is skilled in planning and executing projects from concept through production with strong troubleshooting and problem-resolution skills. When you talk with him you hear the passion and expertise for continuous development! His notable experience includes:

• Managed the capital project identification and justification process.
• Tasked with defining and managing the five-year capacity plan and developing alternate scenarios depending on business awards.
• Challenged to form and lead global cross-functional teams.
• Led team to launch critical hardware options to address field issues on a highly compressed timeline.
• Charged with developing an immature manufacturing facility into a lean enterprise and achieving a turnaround of $400,000 loss per year into a sustainable profit.
• Implemented Lean Manufacturing tools to allow operators to take better control of product flow to meet production requirements without management intervention.
• Performed multiple on-floor processes, flow analysis and reorganization projects.
• Increased daily production by 15-25 % over 15 dedicated cells.
• Identified 22 tooling improvements to achieve higher performance rates.
• Reduced post die cast scrap by 25% resulting in $275,000 of cost savings.
• Expedited implementation of lightweight runner design to capture in excess of $130,000 of cost savings.
• Achieved First Time Through (FTT) rates of 99.5% on both personally-managed Ford Transmission Cases.
• Identified root cause and designed new locator parts relative to the machine reducing scrap from 30% to 5% on MY2005 C6 Corvette wheel.
• Installed and programmed multiple equipment upgrades to make processing robots more effective.
• Led process improvement project to eliminate a fiberglass screen, which reduced the price per piece by $0.12, reduced cycle time by 5%, and eliminated maintenance on the screen dispensers. 
  • The new process saved $600,000 over three years with no field failures or recalls.
• Implemented a tooling change reducing the weight of each part by 1.5lbs and eliminated the need to machine material in subsequent operations saving $5.5M over a 3-year period.
• Led Quick Die Change teams to reduce die changes by 75%.
• Eliminated tooling failures in the initial launch by identifying a design flaw causing the failure, saving the company $1million.
• Challenged to form and lead global cross-functional teams.
  • Led team to launch critical hardware options to address field issues on a highly compressed timeline.
  • Charged with developing an immature manufacturing facility into a lean enterprise and achieving a turnaround of $400,000 loss per year into a sustainable profit.
  • Increased daily production by 15-25 % over 15 dedicated cells.
  • Increased cross-training activities to improve flexibility.
  • Exceeded quoted performance targets within the first 6 months after launch.
  • Identified 22 tooling improvements to achieve higher performance rates.
  • Reduced cycle time on the 6R60 product line by over 10% resulting in $500,000 of cost savings.
  • Reduced post die cast scrap by 25% resulting in $275,000 of cost savings.
  • Expedited implementation of lightweight runner design to capture in excess of $130,000 of cost savings.
  • Achieved First Time Through (FTT) rates of 99.5% on both personally-managed Ford Transmission Cases.
  • Designed new locator parts relative to the machine reducing scrap from 30% to 5% .
  • Developed a process to eliminate a fiberglass screen, which reduced the price per piece by $0.12, reduced cycle time by 5%, and eliminated maintenance on the screen dispensers.
  o The new process saved $600,000 over three years with no field failures or recalls.
  • Implemented a tooling change reducing the weight of each part by 1.5lbs and eliminated the need to machine material in subsequent operations.
  o New process saved $5.5 million over a three-year period.
  • Eliminated tooling failures by identifying a design flaw causing the failure, saving the company $1 million.
  • Implemented lean manufacturing concepts for the entire plant while serving as a facilitator in the training process for all production personnel.

• MBA
• Lean Manufacturing
• Manufacturing Process Engineering
• Plant / Production Layouts
• Product Development
• Developing Equipment Processes
• Non Destructive Testing – Casting Technology
• Finishing / Inspection Plans
• Setting up new production line and processes
• Developing SOPs
• Robotics
• PLCs
• Metal Stamping / Sheet Metal
• Finishing Equipment / Processes
• Equipment Acquisition
• Heat Treatment Processes
• Equipment Repair / Upgrades
• Facilities and Production Maintenance Management
• Die Penetrant Inspection
• Welding
• Automotive Parts
• Reducing Equipment Down Time
• Working Directly with Customers
• Control Plans
• Mistake Proofing
• De-bottlenecking
• Working with Castings
• Technical Problem Solving

EDUCATION

Masters of Business Administration in Applied Management
Indiana Wesleyan University (Marion, Indiana)

Bachelor of Science, Mechanical Engineering
University of Illinois (Champaign, Illinois)