Leading tier 1 supplier of systems and components for Automotive Industry. Products include rubber and plastic sealing, fuel and brake lines, and fluid transfer hoses. Headquartered in Northville, MI. OEM customers include GM, Ford, Stellantis, BMW, VW, Toyota, Nissan, Honda, Rivian & Tesla.Senior Lab Operations Manager responsible for both North American Divisional Sealing & Fluids Test Lab operations focused on driving total customer satisfaction for all internal / external customers worldwide. Tasked to build a new Fluids Test Lab and move operation from Auburn Hills, MI to Livonia, Mi. P&L ownership and KPI Metric Reporting.• Reduced Lab headcount from 37 to 24 employees over 6 years saving Company $751,000 in annual salaries.• Improved Lab On-Time Performance KPI metric from 67.2% to 94.0%.• Improved Customer Satisfaction KPI metric from 3.51 to 4.32 (out of possible 5)• Achieved operational budget 5 of 6 years.• Passed 18 audits over 6 years and achieved 17025 Accreditation for both Sealing and Fluids labs.• Developed new innovative Sealing Insertion & Extraction Test Fixture that reduced coefficient of variation from 20-28% to 4-10%. Adopted by General Motors as new Standard for I & E testing by all suppliers.

Original Equipment Manufacturer to the marine industry and leader in providing light and heavy duty automotive heating and cooling products to the industrial automotive aftermarket. Products include: heat exchangers, oil coolers, fuel coolers & charge air coolers. Key customers: Mercury Marine, Volvo, Indmar, Clarke Fire, Kohler, Navistar, John Deere, Cummins, CAT, MTU & Detroit Diesel.Directed plant manufacturing operations including direct labor, quality assurance, ERP software management, machining, brazing, assembly, test, shipping, receiving and maintenance. Implemented lean daily operational meetings, quality standards & controls, labor recruiting initiatives, daily & monthly production quotas, work instructions, safety awareness and engineering change protocols. Managed up to 60 direct reports and exceeded monthly revenue goals 18 of 21 months.• Eliminated #1 customer quality concern from past 25 years. Finished copper goods would turn green from oxidation & moisture. Developed & implemented final cleaning process that resulted in zero customer returns.• Saved $117,000 per year in operational costs by eliminating wastewater treatment and discharging via sewer.• Improved quality scorecard score for Mercury Marine from 49 to 72 working with Mercury buyers & engineers.• Saved $70,000 per year by eliminating shop floor supervisor & managing 36 hourly employees directly.• Moved plant operations from Plymouth to Livonia, MI. Reduced shop floor footprint from 40k sq.ft. to 28k sq. ft.• Reduced direct labor headcount from 36 to 25 full-time employees, saving company $627,880 in annual costs

Leading manufacturer of ready-to-assemble wood storage sheds, play sets and recreational building kits. Product is flat lined year-round and stored in 3 separate warehouses for distribution during peak summer months. Key customers include Home Depot, Lowes, Costco, and Menards. Privately held by Source Capital. Managed lean manufacturing and 6s initiatives for all plant manufacturing and warehouse operations. Identified manufacturing waste, developed cost effective options to eliminate waste and implemented complete solutions. Championed all kaizen events focused on improving production schedule attainment, reducing downtime, reducing labor, and improving first pass yield. Implemented overall equipment effectiveness (OEE) metrics and true north program. Reported to V.P. of Operations.• Saved $107,356 per year in labor cost manufacturing rafters by combining 2 machining processes into 1.• Saved $30, 818 per year in labor cost by installing material queue conveyors on two stain machines.• Saved $165,000 per year processing scrap material to make good production parts.• Increased truss production from 250 to 330 parts/hr by fabricating 3 mobile fixtures vs using 1 large unit.• Generated $55,500 in new revenue outsourcing wood chip disposal to pellet fuel company.

Small business consulting firm targeting companies who can benefit from lean manufacturing expertise. Clients were acquired through networking and word of mouth. Key Clients: Asher's Manufacturing Co. - metal fasteners $15M revenue, H&A manufacturing co. - $1.7M revenue, Gleason Holbrook manufacturing - machine die makers $10M revenue. Privately held. Consulted with small business owners/managers in diverse industries evaluating current manufacturing operations, opportunities for process improvement, identification of waste, application of lean manufacturing, labor utilization and materials management. Developed action plans and oversaw implementation.

Multi-restaurant delivery service targeting the corporate catering business. Started in 2001 with 8 restaurants grown to over 100 restaurants by 2003. Managed the logistics and distribution of food across 30 cities in southeast Michigan. Privately held. Business closed in 2008.• Directed operations for new start up multi-restaurant delivery business. Negotiated restaurant contracts. Created and distributed all marketing materials. • Hired and trained staff of 20 direct reports to run centralized call center and dispatch department. Hired and trained over 60 contract drivers to handle distribution. Defined all aspects of operation. • $2M P&L responsibility reporting to owners.

Quality sorting, inspection, rework and containment services for automotive OEMs and tiered suppliers. Headquartered in Indianapolis, IN with over 10 facilities in Midwest including 2 in Michigan. ISO certified. Key customers include General Motors, Toyota, Honda, Chrysler, Tower, and BASF. Founded 1980 and privately held.• Directed $10M quality sorting, inspection, rework & containment operation. Managed 25 direct reports and 150 indirect reports. Designed, set up & managed high profit Level II quality containment projects. Oversaw two facilities requiring daily travel between Plymouth & New Baltimore. P&L ownership reporting to director of operations.• Improved profit by generating $1M revenue from Chrysler supplier of bed plates by designing and executing 24/7 grinding/inspection operation critical to production at 3 Chrysler assembly plants.• Generated lucrative revenue charging 3x standard service rate. Led ISO certification placing company on General Motors list of only 5 approved vendors allowed to perform Level II Containment for suppliers.• Saved $100,000 annual HR cost by reducing quality inspector turnover 75% and training time by 50%.

Global leader in manufacturing heavy duty diesel engines, powertrain, axles and transmissions for heavy duty truck and off highway markets. Operates under 3M square foot manufacturing plant. Founded in 1938 and publicly owned by Daimler Trucks North America. Key customers: Freightliner, Kenworth, Peterbilt, Bluebird, Prevost & Gillig. Directed 6 salary supervisors and over 100 union workers in two-shift diesel engine assembly, test & final process operation. Maximized profitability by ensuring full production levels were met, while simultaneously performing safety, quality, cost, and inventory management within budgeting constraints. Developed key manufacturing processes, new Oracle ERP software, quality metrics & PFMEA for new engine products and engineering changes. Reported to Superintendent.• Reduced labor costs $925,000 using lean manufacturing methods, eliminating waste & balancing work.• Reduced labor costs $186,000 integrating computer terminals into assembly process reducing headcount.• Reduced OEM quality defects from 30% to 7% by using poke-yoke solutions in assembly process.• Improved quality first pass yield from 72% to 95% using communication and 2nd check initiatives.• Planned, organized, and directed on time production launch of high profit marine engine adding $1.8M new 4th quarter revenue to bottom line. Reported to Roger Penske.

Series 60 Assembly

Series 60 Assembly, Test & Final Process