Detroit Manufacturing Systems (DMS) is a purpose-driven $1 billion vertically integrated value-add assembler. We delight our customers, give back to our communities and improve the world, one person at a time, by investing in and encouraging our teammates to become the best, boldest and most authentic versions of themselves. We help our people grow and prosper so they, in turn, become engaged and excited in helping our business thrive. At DMS we strive to see the best in you, so you can see the best in yourself - which enables you to accomplish more than you dreamed was possible.We are dedicated to serving others and doing good deeds in our communities, which requires us to do great work in our factories. To this end, we run our business with discipline, delight and a dedication to excellence so that we can perpetuate our cycle of giving. While we are proud to help others we remain humble about our capabilities and know that we will occasionally make mistakes. Thus we offer the following commitment to all: "We will make it right, or we will make it right".If you are interested in working with a company that values people first and offers an opportunity for you to be a part of a purpose that is bigger than you, then Detroit Manufacturing Systems might be the supplier or employer for you.

BTM Company, LLC has been designing and building machines for the fabrication & assembly of a broad range of products - both sheet metal and plastic - since 1966. BTM’s world headquarters is located in Marysville Michigan, USA, and currently comprises four buildings totaling 144,000 square feet.Since the beginning, we have taken an innovative approach to improving our products and processes. As a result, we have grown to become a leading global supplier of clinching tools & equipment, piercing machines, and other unique automation components - such as air presses, clamps, grippers, pin clamps, locators, end-of-arm tooling, and purpose built machines - including fully automated assembly systems.

Responsible for leading all aspects of a $120 million privately held firm providing gray and ductile castings to the wind energy, natural gas compression, refrigeration, industrial and mining industries.Implemented new supply chain management strategies resulting in annual savings in excess of $1.8M.Reorganized sales department by focusing sales on markets rather than territories resulting in improved quote win rate of 2.5 times, bringing in over 40 new customers and securing over $70M in new annually recurring business awards. Developed strategy utilizing Blue Ocean concepts and implemented Lean Manufacturing techniques to improve customer service, drive productivity and fuel profitable growth. Operationally, improved on-time deliveries from 52 percent to 97 percent, reduced customer rejects by 20 percent and improved cash-to-cash cycle by 30 percent.Investments in engineering resources and advanced software tools, led to co-engineering projects with customers, resulting in $12.2M in new revenue. In total, sales and EBITDA have increased by 51 percent and more than 100 percent respectively, adding approximately $70M enterprise value during tenure.

Responsible for worldwide operations and engineering of a $475 million automotive supplier specializing in interior fabrics as part of Cerberus Capital Management portfolio.Led a 90-day turnaround of European business from net EBITDA losses spanning more than a year to profitability on a base of zero revenue growth. Successfully centralized six sigma and lean manufacturing, which reduced customer defect rates by 38 percent.Saved $20.1 million in off-quality; and reduced machine changeover times by 47 percent. Operational performance gains were the dominant contributor to tripling EBITDA to 10% of sales. Introduced demand analysis and Kanban systems, reducing late deliveries by 82 percent Lowered backlog orders from $2.7 million to $1.1 millionIncreased inventory turns freeing up over $20 million in cash while lowering total freight expense by 22 percent. Improved morale and reduced safety incident rates by 35 percent. Rationalized manufacturing salaried staff for $3.7 million in overhead savings. Led cross-functional team that improved EBITDA by $8M on a critical product line. Initiated engineering strategy to develop a new branding approach that included both low cost and high-end products.

Responsible for privately held $300 million automotive supplier specializing in module assembly. Substantial year-over-year turnaround of net income from $600K loss to $8 million profit on a base revenue growth of 7percent.Established comprehensive corporate strategy. Successfully led effort to secure $320M in new business, launched two new facilities and maintained 100 percent on time delivery, reduced quality defects and safety incidents. Honors/Awards: Winner of Inc Magazine’s Inner City 100 Award for Fastest Growing Minority Firm in America. Place fifth for all businesses.

Responsible for worldwide production, supply chain management, program management, engineering and tooling for a privately held, global $270 million company with 2,300 employees specializing in injection molding, decorating and assembly. Improved EBITDA by 300 percent while sales dropped by more than 10 percent. Saved over $10 million by closing four plants while maintaining over 80 percent of impacted customers.Supported launch of world-class facility in China from concept to production in nine months meeting all profitability and performance targets. Implemented Lean Manufacturing practices yielding annual savings in excess of $7 million. Improved worldwide inventory turns from 8 to 14, which generated $8 million in cash - while producing significant gains in delivery, quality and safety. This was instrumental in improving cash from negative $21 million annually to breakeven within twenty-four months. Rationalized the resin supply base and negotiated annual savings in excess of 3% per year in an inflationary environment. Saved over $2 million in cash by negotiating more favorable payment terms and inventory programs. Consolidated freight through a third party provider for annual savings in excess of $700,000. Reduced overhead costs by $600,000 by centralizing program management. Doubled staff productivity and improved on-time deliveries by a factor of two. Established a web based tracking system. Consolidated tool room activities, streamlined operations and established selective vendor base for annual savings in excess of $700,000 on tooling business book of $15-$20 million.

Responsible for six manufacturing facilities and a lean manufacturing/engineering team covering five states with annual sales in excess of $500 million. Total of 600 employees. Improved operating income by more than $10 million annually through implementation of TPM, Quick Changeover, Kanban and Mistake-Proofing. Productivity improved from a plant average of 75 to 82 percent. Implemented top-grading and performance management to drive improvements in quality, delivery and safety.

Full profit and loss (P&L) responsibility for a $230 million joint venture employing 1,800 employees providing heavy-duty fuel injectors on a worldwide basis.Improved profitability by over $14 million. Reduced time-to-market for engineering design by 80 percent through computer modeling and quality function deployment. Created a Continuous Improvement Department – speeding improvements in quality, delivery and costs through the application of Lean Manufacturing principles and professional problem-solving techniques.

Plant Manager: Brake Systems Assembly. $800M in sales with 1,500 people. Honda Quality Award. Executive Assistant to CEO: Assisted in managing a $6.5B company with 56 plants in 18 countries. Manager, Manufacturing Systems: Implemented Lean Manufacturing. Earned ITT’s exclusive Harold Geneen Award.

Superintendent: Anti-Lock Brakes Machining & Assembly. $250M is sales with 255 people. Improved productivity 55 percent.Strategic Planning Manager: Led component rationalization strategy saving $200M annually. General Supervisor: $20M machining area. Set record production efficiencies and reduced customer returns 88 percent. Manufacturing Engineering Manager: Launched Generation II caliper saving $200M. Maintenance Supervisor: Implemented dispatch system with 20 skilled trades people saving $7M annually.