{"id":541,"date":"2020-09-15T17:10:51","date_gmt":"2020-09-15T21:10:51","guid":{"rendered":"https:\/\/mriomega.com\/?p=541"},"modified":"2025-09-05T01:43:14","modified_gmt":"2025-09-05T05:43:14","slug":"money-machine-plant-manager-164269-multi-site-automotive-packaging-chemicals","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/engineering\/money-machine-plant-manager-164269-multi-site-automotive-packaging-chemicals\/","title":{"rendered":"VP \/ Director Global Engineering (164269) Automotive MONEY MACHINE"},"content":{"rendered":"

Have you ever wished you had a money machine that was legal?<\/strong> <\/span>Well, look no further, because we have one added one to our stable of Game Changers!<\/strong> His professional history looks like a never-ending waterfall of EBITDA improvements, cost savings, process improvements, productivity gains, and quality enhancements!<\/span> What more remarkable is that he is has achieved this track record across multiple industries!!<\/strong><\/p>\n

MONEY MACHINE – VP \/ Director Global Engineering (164269) Automotive <\/strong><\/em><\/span><\/p>\n

This \u201cGame Changer\u201d is exploring new leadership opportunities! <\/strong> Move quickly to stake your claim on this Manufacturing Money Maker with an impeccable track record of accomplishment.<\/strong><\/span><\/p>\n

\u2022 Have had up to 13 Direct Reports and responsibility for ~1400 employees.<\/strong>
\n\u2022 10 years of Plant Management<\/strong> experience
\n\u2022 14 years of experience in Driving Lean Manufacturing\/ Continuous Improvement<\/strong>
\n\u2022 4 Lean Implementation<\/strong>s using TPS Methodology
\n\u2022 4 Successful Plant Transformations<\/strong>
\n\u2022 14 years of experience with the Toyota Lean Management<\/strong>
\n\u2022 17 years of experience with High-Speed experience YOY
\n\u2022 14 years of experience overseeing TPM
\n\u2022 Multi-site responsibility<\/strong><\/p>\n

\u2022 Largest OpCo in the organization \u2013 $1B in revenue<\/strong>
\n\u2022 Improved First Pass Yield by 38% YoY<\/strong>
\n\u2022 Improved DPU by 27% Plant wide YoY<\/strong>
\no Added stop gate inspections within the process takt time to keep defects from reaching next operation
\n\u2022 Improved delivery to the customer by 33%<\/strong>
\no Improved schedule compliance by the same %
\n\u2022 Improved Cost (HPC) by 12.2% YoY<\/strong>
\no Improved productivity in Fab by 22%<\/strong>
\no Improved productivity in Tank and Canopy (bottleneck of the plants by 26.7%)<\/strong>
\n\u2022 Increased equipment reliability by 11.5%<\/strong>
\n\u2022 Improved Employee Engagement by 39%<\/strong> (measured by employee suggestion and kaizen participation) yoy
\n\u2022 Improved Supervisor\/Manager development (lead leadership development classes)
\n\u2022 Responsible for $3.5M in cost savings, efficiency (productivity) improvements<\/strong>
\n\u2022 Established and Standardized metrics and business operating system for all 3 plants
\n\u2022 Increased equipment reliability by 33% in Plant 1 and Plant 2 by 25%<\/strong>
\n\u2022 Improved productivity in Plant 1 by 11%, Improved efficiencies by 5% in plant 2<\/strong>
\n\u2022 Improved profitability by 22% in year one<\/strong>
\n\u2022 Decreased CONQ by 14% (<\/strong>utilized engineering team as well as employee suggestions for improvements)
\n\u2022 Implemented a robust TPM process to improve equipment reliability and improved plant OEE in a short period of time from 65% to 73%<\/strong> OEE.<\/strong>
\n\u2022 Improved MTBF by 19%<\/strong>
\n\u2022 Improved MTTR by 6%<\/strong>
\n\u2022 Implemented scrap reduction programs plant-wide \u2013 cost savings of $30K\/month.<\/strong>
\n\u2022 Initiated, with the plant leadership team, cost-saving programs of $1.1M<\/strong> for 2016 to hit the bottom line
\n\u2022 Increased EBITDA Performance by 9% in less than 22 months<\/strong>
\n\u2022 Reduced Plant PPM from 970 PPM to 187 PPM in the first year<\/strong> (improvements sustained)
\n\u2022 Reduced Safety IR from 4.6 to 1.87 (most significant improvement in the corporation)
\n\u2022 Improved Delivery from 64% to 95% while reducing Premium Freight by $125K<\/strong> (Plant had run $400K – $500K past due for years \u2013 we became current within 3 months and sustained).
\n\u2022 Reduced overtime by 85<\/strong>% and labor cost by increasing efficiency in all cells across the plant
\n\u2022 In the first year achieved $1.7M in Value Creation Projects<\/strong> (Savings headed straight to bottom line)
\n\u2022 Improved productivity by 20%<\/strong> by implementing Lean Principles and methodologies as well as visual management
\n\u2022 Reduced scrap by 58%<\/strong> by challenging and pushing our engineering department for Poka Yokes and more operator
\n\u2022 Reduced tool crib inventory by $350K out of $1.1M<\/strong>Achieved year over year improvement in ALL plant metrics and increased machine OEE
\n\u2022 Achieved 99% on-time delivery improved from 42% while reducing overage inventory by 30%<\/strong><\/p>\n

Education<\/strong><\/p>\n