Eric Collis, Mba Email & Phone Number

Kalamazoo, Michigan, United States

Auburn Hills, Mi

Auburn Hills, Mi

Responsible for the overall management of assigned customer product development programs. Interface with all levels of internal and customer management on all aspects of planning, scheduling, organizing, directing and controlling the program is required. Leads the Program Team to meet timing, quality, finance and product requirements for Cooper Standard and customer systems and processes.Primary Responsibilities:• Lead the program team and take personal responsibility for the program’s success by holding the team accountable, ensuring appropriate staffing.• Manage and maintain program documentation and processes including customer statement of work, Open Issues List, Timeline, and Monthly Project Reports.• Establish program timeline with internal and external targets, objectives and deliverables that supports a successful launch by working with Management, Customers and Program Team.• Support the Manufacturing Team in production builds, team meetings, plant based customer reviews and critical production preparation activities.• Clarify roles and responsibilities to ensure program team members support launch efforts.• Responsible for all internal and external financial targets.• Ensures successful on-time completion of program deliverables.• Utilize scope change document including, written responses to scope change requests and quotes that include product, cost and timing impact.• Use a risk management approach to anticipate and prevent problems from occurring. Apply sound judgment in elevating risks to management. Identify management specific tasks, deliverables and support needed to mitigate future risk.• Ensure program meets all internal and external quality targets while adhering to all customer quality systems and processes. Launch products below targets for launch cost, scrap and containment.

Vector Business Coaching & Services was established to help business owners solve the issues at hand, build stronger companies and become better CEOs. We accomplish this by working with them to:- Analyze current situation from a tactical and strategic perspective- Address the current burning needs that are daily distractions and resource consumers.- Build a tactical (1 year) and strategic (3 year) business plan.- Analyze the current situation vs. the plan and performing a gap analysis.- Develop an action plan to close the gaps.- Create accountability for timely completion of the action plan.Along the way business owners will gain knowledge and tools that will enable them to move forward as powerful CEOs for their business.Additionally Vector offers Business Effectiveness Groups consisting of 6 - 8 business owners meeting once or twice a month. These meetings are moderated by an experienced coach and is focused on problem solving and growth based on the problems at hand for the group members.

• Directly responsible for the financial and technical success of each assigned program. Delivered all assigned programs on time and on budget with no issues at the customer.• Manage launch process for each program as launch team leader. Direct all launch activities, establish and maintain timelines and budgets. Lead and direct Program Management Team and Product Development Teams for each program in launch process.• Manage engineering changes on maintenance (fully launched) programs. Lead Product Development Teams through the change process; liaison with customer as main contact. Implemented significant engineering changes that either saved the customer an annualized total of $2.6 MM or improved quality while also improving the profitability of the program by $3.8 MM for PPG. • Manage day-to-day activities on maintenance programs including quality, delivery, and other issues as they arise. Recognized by external and internal customers alike as a champion for quality.

Responsible for the operation of four production departments within Shelby, NC, fiberglass manufacturing facility. Position reported to Fabrication Superintendent. • Managed Lean enterprise project teams, including the first in the division that led to yield improvements of up to 12% and overall cost improvements of up to 18%.• Implemented new training and certification program for operators that reduced training time by 33%.• Managed 4 capital projects that either improved productivity or increased capacity that brought an additional $2.4 MM in revenue to the plant.

Responsible for all sales and marketing efforts directed towards all global electronic industry laminators as part of a start-up business group within PPG’s Fiberglass SBU. Position reported to Global Director.• Responsibilities include direct sales and marketing contact with all major global printed circuit board laminators, technical service of product to laminators, coordination of all customer trials and product scale-up.• Marketing activities included product segmentation, customer prioritization, global pricing, and coordination of all advertising and product literature while guiding new product development with technology team.• Management activities included budgeting for commercial activities while meeting revenue targets, acting as the commercial liaison between manufacturing and technology, serving as the primary contact for stage/gate reviews and coordination of six sigma activities within the business group.

Responsible for all day-to-day operations of 6 manufacturing departments, employing 180 hourly employees. Direct reports included 8 supervisors and technicians and 4 manufacturing engineers. Position reported to General Manager.• Responsible for all operations in 6 departments, with budgeting and full profit and loss responsibilities while also administering all human resources/personnel policies.• Established dept goals to meet plant and corporate goals for output, quality, cycle time, cost and efficiency by established systems to monitor and control day-to-day activities with respect to these goals. • Directed process and quality improvements through the use of cross-functional Process Management Teams utilizing Six Sigma tools and methodology. In 2 years these departments cut cycle time by an average of 60%, reduced scrap by 50%, increased capacity by 40% and improved productivity by 30% while drastically increasing product complexity, with little or no capital investment.

Led Process Development Team that manufactured novel copper-epoxy-glass laminate product marketed to the high technology printed circuit board industry. Also, led 3 different Six Sigma projects on current products and processes each with savings over $500,000 per project. Position reported to the Vice President of Technology. Performed global product development, technical service, training and support for emerging, advanced technology microvia resin coated copper enabling solutions designed for high performance printed circuit board applications. Led process development for new product with a novel manufacturing process. Within one year, yield was improved from 35% to 96% beating initial project estimates. Graduated from AlliedSignal Six Sigma Academy as a Six-Sigma Black Belt.

Responsibilities included assignments in process engineering, technical service and process development. Position reported to Engineering Manager. Led a variety of process improvement projects, SPC implementation tasks and capital projects with budgets of up to $3 million dollars at automotive coatings plant.  Named Production Superintendent for Dispersion Department prior to departure.

Mba, International Business

Bsche, Chemical Engineering

Activities and Societies: AICHE - Chapter Vice President