Managing the Launch of GM and Ford Programs

Managed a paint department of 80+ Team Members including Engineering, Maintenance, Production Supervision, Scheduling, Production Team. Lead Paint Team to develop and implement Lean Manufacturing Strategies to increase production efficiency and uptime while reducing PPM defective.

• Selected by the majority owner as the final partner to direct all aspects of the company.• Reduced system downtime 84% by leading a redesign and built activity to address multiple issues with the previously existing models. This allowed the company to remain the sole supplier of biomass furnace systems at the University of Georgia poultry science extension office.• The business model for this startup was built on oil prices above $90 per barrel and propane above $1.50 per gallon. Since the 3rd quarter of 2008 energy prices have fallen below these values so the business was shutdown.

• Led a team of Manufacturing, Quality, and Product Engineering Managers and Supervisors to create design guidelines for common Brake Pedal components. These guidelines brought together the functional requirements of the product development group with the process capabilities of the manufacturing group. • Created a strategy and guideline to quote and launch global programs. This guideline brought together the APQP processes of Dura locations in Brazil, China, Czech Republic, India, Turkey, and the United States. This guideline allowed Dura to launch a single program in multiple global locations using a common Cost and Pricing Strategy, Print Package, Manufacturing Processes, and Quality Controls. • Selected by the Division V.P. of Operations to simultaneously lead 2 separate product transfers teams with 10 direct reports and over 60 indirect reports. These 2 teams successfully transferred 10 product assembly lines and 40+ production stamping dies from West Union, IA to Mancelona, MI in a 16 week period. This was accomplished while still meeting a 100% customer satisfaction rating.

Co-Leader of stategic planning group to grow latch business.Managed a department in quoting, purchasing, and implementing manufacturing process and the associated tooling and capital equipment.Directed the implementation of cost savings ideas.Lead multiple lean manufacturing workshops for assembly processes.

1 of 2 original employees for this facility in St. Die and Cluses France.• Project Engineering, Estimating, Prototype Fabrication and Maintenance• Program Management for $18 million in sales• Relocated plant to a new location• Liaison between United States and French Operations