Summary of Qualifications

• Manufacturing Executive that drives business results in a changing environment. Twenty five years plus of manufacturing experience in metal removal, casting and assembly for the automotive industry
• Able to establish strategic goals to accomplish growing business needs based upon a comprehensive analysis of the operational data with the utilization of technical knowledge in engineering, manufacturing, and quality
• Excels at developing an organizational structure to support financial, quality and safety goals while creating leadership teams that support the organization to drive personal accountability and is results oriented
• Proficient in executing lean manufacturing processes, practices and behaviors to drive continual improvement to maximize asset utilization and return on investments

Professional Experience
Confidential,Wixom, MI (Sales-$400 million, 1,100 employees)
Director of Quality/New Business, November 2005-Present

• Implementation and maintain TS 16949 for seven manufacturing sites in a precision machining and casting environment for automotive components with a 25% reduction of cost for external audits
• Improve CPPM (customer parts per million) score of 2,280 CPPM to 65 CPPM by restructuring the responsibilities and priorities of managers, implemented a visual layered audit program that required the whole team to be engaged and focused on the QOS, this led to the elimination of repetitive corrective actions
• Continually reduce the COPQ (cost of poor quality) by 10% year-over-year, also demonstrated cost improvements of $610,000, realized in the manufacturing processes by utilizing Lean Manufacturing, TPM, Six Sigma and Kaizen practices, facilitated and developed best practices and thing gone wrong
• Successfully launched 4 new programs and drove the APQP gate review process as a tier one supplier to Ford, GM, Chrysler, Delphi, and Bosch, with on time delivery for MRD and a 20% cutback in manpower of the launch team by removing the redundancies in the APQP process, with operational cost savings of $375,000
• Implemented a cross-functional team of managers from each site to perform audits conforming to the TS 16949 standard, resulting in non-conformances averaging 1.5 per site vs. 4.2 per site from the previous year
• Conduct monthly metrics review at each site with the COO, Plant Manager, Engineering Manager and Quality Manager to ensure specific financial, quality and safety goals are achieved

Confidential,Howell, MI (Sales-$172 million, 520 employees)
VP of Manufacturing, April 2002-November 2005

• Managed three precision machining sites that manufactured cylinder heads, intake manifolds, engine blocks, differential carriers and other various power train and suspension components as a tier one supplier for Chrysler, Ford and GM, with 32 different part numbers on 12 different product lines
• Responsible for CAPEX on production and assembly equipment for each site which included CNC, Leak tester, wash, hone, line boring, bearing press and other dedicated assembly equipment
• Improved EBITDA from 9.2% to 13.5% of sales by tracking QPPLH (quality parts per labor hour) and drove continuous improvement with automation and Lean Manufacturing. OEE realized a 27% improvement which allowed re-deployment of capital assets and 17% reduction in VOH by implementation of PFP and TPM at each site. Decrease in perishable tooling cost of $840,000 annually in cast iron by developing a robust tooling program which included broken tool detection, re-sharps, tool life macro and standardize tooling across all product lines, indirect and direct labor decreases resulted from machine scrap reduction and improved process efficiencies
• Develop budgets and goals for each site based on previous year performance, corporate goals, customer productivity commitments and safety. Reduction of FOH by 22% was implemented by restructuring traditional roles of quality and manufacturing engineers along with managers into a multiple discipline approach to manufacturing, this would allow flexing in manpower due to the customer’s volume fluctuating
• Reduction of inventory by 50%, was accomplished with OEE improvements, specifically equipment uptime (one of three elements used in OEE calculations) that was typically at 75%, due to resource management and PM ineffectiveness, restructuring the priorities of the teams and implementation of work cells, team leaders, and TPM programs resulted in a sustained uptime of 91%

Confidential,Howell, MI (Sales-$172 million, 520 employees)
Director of Engineering, August 2000-April 2002

• Implemented a web-based launch control system for the APQP process with program managers and manufacturing engineers to drive program timing for customer’s MRD/SOP for production and prototypes
• Defined specification requirements and acceptance criteria for new and refurbished production equipment
• Effectively managed the engineering group of 15 direct employees of toolmaker, CNC set-up, gage designer, manufacturing engineers, fixture designer and maintenance
• Drove cost reductions of tooling through VA/VE teams at each site and implemented of a monthly PFMEA review process to look at failures of operations, such as drilling, milling, tapping and reaming of different materials in a shared database, as opposed to the individual characteristic of a product in a stand alone PFMEA, this led to PPPM improvements of 10% and perishable tooling cost decrease of 8% per product line

Confidential, Whitmore Lake, MI (Sales-$35 million, 180 employees)
Engineering Manager, June 1997-April 2000

• Developed manufacturing processes of suspension components for the automotive and class 8 truck industry, including torque rods, tie rods, ball joints, knuckles using CNC’s, inertia friction welding, swaging, drilling, and assembly equipment, defined operating parameters and control plans for dedicated equipment
• Led VA/VE improvements teams on product lines with the customer engineers to improve the value added
• Implemented Lean manufacturing initiatives with a team of management and union employees that improved plant wide OEE to 70.5% from 61.8% this led to a strong relationship with the union which was instrumental in a successful arbitration with UAW contract for Local 687 and the company
• Effectively managed the engineering group of 7 employees, including toolmaker, CNC set-up, manufacturing engineers, maintenance, and millwright personnel

Confidential,Farmington Hills, MI (Sales-$6 million, 50 employees)
Process Engineer, October 1995-June 1997

• Structured and defined the responsibilities of a new engineering group in a rapid growing company that previously outsourced this function, this enable the business to handle high volume machining and assembly
• Developed fixture, tooling, gaging, PFMEA and Control Plans for production equipment

Confidential, Brighton, MI (Sales-$12 million, 87 employees)
Engineer, April 1993-October 1995

• Defined manufacturing processes, programmed CNC machines using Mastercam, AutoCAD and develop tooling, gaging, and fixture specification drawings for production/prototype programs
• Supported APQP process and continuous improvement initiatives with cross functional teams

Confidential,Walled Lake, MI (Sales-$4 million, 40 employees)
CNC Machinist/Tool Maker May 1985-April 1993

• Toolmaker/Set-up on CNC lathes, mills, jig grinders and thread grinding in a prototype environment
• Designed and built tooling, fixtures and gages for low volume prototype jobs and assisted in the quoting of jobs and training of new production workers for all equipment

Professional Skills/Expertise

• Key management roles in Engineering, Manufacturing, and Quality
• P/L and fiduciary accountability
• TS–16949 internal lead auditor - PJC, 2005
• TS-16949 training - MMTC, 2003
• Leadership skills MMTC-2001
• Lean Manufacturing - U of M, 1998
• MAPICS ERP systems - MK & Associates, 1997
• Team Problem Solving - Ford PTO, 1992
• Mastercam, Catia V4, CNC programmer, AutoCAD Release 14 - CPS, 1992
• GD& T, FMEA, SPC - GM training, 1987
• PPAP, Control plans, tooling, gaging and fixture design
• Journeyman Tool and Die maker
• MS Office (Word, Excel, PowerPoint, Visual Basic and Project)