Eric Morton Email & Phone Number

Bowling Green, Ky, Us

Bowling Green, Ky, Us

Bowling Green, Ky

Profit and Loss responsibility for company that produces after market motorcycle wheels, frames, and automotive wheels.  Within three years developed and implemented a cultural change resulting in a reversal of a three year decline in shipped dollars, while increasing net profit by 43%  Introduced and implemented lean manufacturing principals focused on lead time reduction and order accuracy Facilitated the introduction of robot technology to reduce overhead and process waste Led the introduction of new products to diversify the company’s product offerings  Facility processes consist of CNC machining, polishing, welding, anodizing, chroming, MRP system, and assembly

Bowling Green, Ky

Profit and Loss responsibility for two divisions of Holley Performance Products that specialize in after market automotive performance plumbing, break lines, and internal engine components.  Responsible for Human Resources, Operations, Purchasing, Scheduling, Engineering, and Call Center performance Implemented lean techniques resulting in reduced process cycle times Introduced and implemented MRP system Facility processes consisted of precision machining, assembly, leak testing, MRP system

Bowling Green, Ky

Responsible for developing and implementing the corporate strategy for improving Safety, Quality, and Continuous Improvement across multiple sites. Introduced, and facilitated key quality and continuous improvement activities yielding over a million dollar reduction in warranty returns Facilitated the corporate safety strategy reducing the company’s OSHA recordable rate by 16.1% and Lost Work Case Rate by 61.8% Consulted the company’s facility leaders for improving operational performance Corporate responsibility for the implementation of Lean-Six Sigma program

Milpitas, Ca

Responsible for safety, quality, capital, output, and $28 million budget performance in a 250,000 square foot facility. Led a team of 23 salaried employees managing 326 unionized operators in the assembly of individually designed large power transformers. Improved productivity by 5% year over year Increased output by 19% during first year Implemented material control system that improved inventory accuracy by 30% Facility processes included welding, stamping, bending, presses, assembly

Racine, Wi

Responsible for 6 departments that assembled, painted, and tested large farming tractors in a 1.5 million square foot facility. Final Assembly Business Unit consisted of 10 salaried engineers and supervisors responsible for the daily performance of over 120 UAW hourly employees. Improved productivity by 5% Reduced OSHA incident rate by 5% Reduced Defects per Unit by 10% Unit processes included painting, assembly

Racine, Wi

Responsible for the performance of a 24 hour operational paint department that supplied painted parts to the assembly lines. The Paint Business Unit covered 200,000 square feet and had a team of 5 salaried employees managing 70 UAW operators. Reduced unit costs by $860,000 Reduced OSHA incident rate by 43% Reduced defects/unit by 76% Utilized a bar coded kanban system to supply parts to the assembly lines

Racine, Wi

Led team responsible for the development, training, and implementation of Lean Manufacturing principals for the over 350 employees in the 1.2 million square foot facility. In addition, had purchasing responsibility for new product launches. Led Kaizen events that reduced cost by $200,000 Introduced kanban system that increased cash flow over $500,000 through the reduction of raw material and WIP Purchasing team leader for new tractor launches

Columbus, In

Supervisor and process engineer for a tier 1 automotive facility that was operationally based off the Toyota Production System. Managed operator and kanban material system performance of muffler body assembly product to multiple General Motor’s Assembly Plants. Reduced product cost by $60,000 Managed raw, WIP, and final inventory with turns averaging 100 Facility processes included kanban material system, welding, stamping, painting

Beaver Falls, Pa

Scheduled six production lines that yielded over five hundred different products, maintained finished good inventory levels at plant and satellite warehouse locations, ordered all facility raw materials, and was responsible for Work In Process accuracy. Developed and implemented kanban system for ordering paint supplies Improved WIP accuracy by 10% Plant representative for Malcolm Baldridge Plant Process Documentation Team