Returned to manage $140M capital investment of 2 Greenfield facilities and supporting plantsLead team toward cost saving opportunities and decisions to optimize the manufacturing plan while obtaining a20% reduction in capital needs.Advised multiple department heads of opportunities and threats of capital needs on various projects and programs

Managed $70M annual sales plant with 220 peoplePrimary operations were headliner JIS assembly, leather wrapping, die cutting, welding and assemblyPrimary customers and products were headliners for the Jeep Grand Cherokee, Dodge Durango and Chrysler200. Full interior of the Dodge Viper, many die cut parts for Tier 1 and 2 as well as vertically integratedReturned plant FCA EBSC score to green to allow for future quoting opportunitiesLead daily activities of double digit positive EBITDA plant

Maintained and improved the management of approximately $90M annual capital spend for the North Americanregion.Oversaw packaging group and advanced sales teams for new business opportunities

1 year expatriate assignmentManaged $65M annual sales plant with 370 peoplePrimary operations were 42 injection molding machines, 4 lasers, 6 EPP machines and assemblyPrimary Customers were Jaguar Land Rover making hard trim and cloth wrapped components, Toyota wheelarch liners, EPP parts and other hard trim componentsReturned plant from a major profit loss facility to a positive earnings plantReturned JLRQ certification to allow the plant to bid and win future businessIncreased overall OEE 33%, Reduced PPM 75%, Improved Delivery 66%, Reduced scrap costs 60%

Lead team in Capital project management covering approximately $90M of annual capital expenses.Was the champion over $40M of projects. Built systems and procedures to regulate and report project status tosenior management.

IACNA (formally Lear Corporation ISD)International interior automotive parts Tier 1 supplier, $4 Billion in salesContinuous Improvement Manager; Staff level management position responsible for continuous improvement initiatives to generate multi-million dollar plant savings involving Six Sigma, Lean , cost reductions, Kaizen, new product launches, and project ideas. Was the Lead or actively involved in both international and national transfers of multiple assembly lines to multiple plant locations for reasons of distressed supplier, produce launch, cost save initiatives, insourcing, customer driven to support bankrupt competitor, assist sister plants, and business takeover. Responsible for over $100 million dollars in business transfers

Responsible for daily and future plant operations, involving decreasing cost, increasing throughput and productivity, producing high quality parts in a J.I.T atmosphere.

Involved in many cost saving projects including Black Belt training,VAVE, Kaizens, Lean manufacturing, cost avoidance, and cost reductions. College Graduate in Training Program Operations and Supervision

Chrysler Town and Country (RS) program.Responsibilities included monitoring and coordinating plastic injection molding and assembly operations thru cost saves, engineering changes, kaizens, and daily operations. Other responsibilities and achievements include special projects, new program management, cost estimating, TS 16949 auditor training, Greenbelt training, International Truck and Engines Corporation - Engine and truck manufacture including the Power Stroke diesel for Ford Motor

Experienced complete product and production line changeover of 72 machines which produced 700 diesel engines per shift.Maintained camshaft and crankshaft machining lines, Ran studies, solved engineering problems, UAW experienceParticipated in runoffs, headed projects, revised and changed processes

Assisted in QS9000 audit preparationAssured parts were in specification to blue print Computerized outdated paperwork