James Smith Email & Phone Number

Wilkesboro, Nc

Full P&L responsibility. Lead team of 50 in the sale, design and manufacture of premium quality metal storage buildings used in commercial and military application.• Have reduced warranty cost from $30M per month to less than $1M since first month on site.• Cut OT cost from 25% of total labor to less than 9% in first 2 months.• Increased sales from $450M per month to over $1.1MM in less than 5 months with continued growth projected through 2017.• EBITDA grew from 11% to over 22% by improving sales and cutting cost in all areas.• Justified and gained approval for $450M in capital spending within the first 2 months of employment. Purchased an Amada Turret and automatic saw.

Charlotte, North Carolina Area

Using DMAIC process to improve product quality and output. Have recently completed over 22 process time studies that have led to substantial improvement in output. Currently working on SMED project with Lean Engineering department to reduce changeover time by 50%.

Charlotte, North Carolina Area

Managed a privately owned contract manufacturing company with 90% of its business related to metal fabrication. Lead day-to-day operation management with simultaneous responsibility for customer relations. Achieved a 53% reduction in work in process (WIP), beating operating cost for 2 quarters. Reduced DPPM overall from 5600 to 1280 in 6 months by working directly with customers to prioritize projects and then engaging the plant teams to reduce or eliminate.Successfully managed several capital projects ($2MM first year) that improved quality and throughput. This allowed the company to go after and win another $3MM in annual sales.Improved on-time-delivery from 85% to 98% by developing load report that took into account historical productivity actuals and absenteeism. This allowed managers to staff their departments more accurately 30, 60 and 90 days out. Reduced maintenance cost of equipment $100M the first year by putting in a 3 bid process for parts and labor. Implemented 5S program that led to the discovery of 20,000 sq. of open floor space that was used to place an additional $1.5MM of sales.Worked with local tech schools and universities to have Production Control employees APICS certified. Also have had all welders AWS certified. Implemented a 4 year apprenticeship program for press brake operators.

Morgantown, Pa

Led production team of 450 hourly and 6 direct staff reports, over 3 shifts, in the manufacture of dry-freight and reefer van bodies. Improved quality from 30,000 DPPM to <15,000 through improved training of team members and line leadership. Held people accountable for their individual performance and implemented a recognition system for teams demonstrating sustained improvement. Reduced tool expense by 35% by implementing a tool management program. Saved company $75K since May 2012. Restructured management team to improve response time to customer by assigning production teams to specific product lines.Formed leadership teams for each shift. The teams meet weekly to address specific issues in their areas. Since May, 2012, over 100 issues have been identified and addressed, resulting in a reduction of accidents by 60% and an improved throughput of 20%.

Lynchburg, Virginia Area

Led team of 100 direct, 12 indirect and 11 staff members in the production of high quality sheet metal parts used in Automated Teller Machines and banking systems. Improved productivity from 55% to 83% in less than three months by involving and focusing the entire plant on the customer and company’s requirements. Daily review of performance to target with actions drove continuous improvement. Improved quality from 9000 DPPM down to 2300 DPPM by developing system that drove corrective actions and accountability for workmanship. Saved over $300K first 12 months of employment by conducting weekly reviews of spending. Met spending targets each month by submitting accurate forecast and holding departments responsible for results. Reduced safety recordables by 80% in 14 months by implementing a safety program which focused on the process and associate awareness of hazards. Put drivers in place to keep safety awareness in front of all associates daily.Received Diebold's "Best in Safety" award for 2006 – 2009 at the Lynchburg plant by having the best safety record of the entire global organization. Led team to become ISO 140001 Certified in 2009.

Quincy, Il

Managed multiple manufacturing locations in the production of high-quality service truck bodies and accessories.Started-up a new 325,000 sq. ft. facility in 1997. Implemented the Barckroff Welding System successfully throughout the company that increased throughput 26% in less than three months, decreased welding consumables by 20% and reduced customer warranty claims due to welding issues by 75%. Developed and implemented a formal training program for all supervisors.Reduced overtime from 21% of total hours worked down to less than 2% by defining work content of the various products and scheduling like products together, resulting in reducing queue time and increasing productivity 18%. Successfully implemented cross-functional teams in a union environment. Supervised 19 direct reports that oversaw the daily activities of 300 union employees over a three-shift operation. Successfully negotiated 2003 labor contract. Managed multi-site operation.

Georgetown, Ky

Responsible for the entire metal fabrication operation that produced seat frames for the automotive industry. Worked directly with Toyota Management to error-proof critical steps in processes.Trained 80 employees personally in Lean Manufacturing practices: kanban, 5’S, TPM, Standardized Work, Jidoka, Employee Involvement, Poke Yoke, SMED and Kaizen. Served as facilitator for the QS 9000 Implementation Team. Gained certification in 1996.Trained all employees in Model Line Activity which resulted in 125 approved kaizens the first year. Championed Model Change Team successfully for the 1997 Toyota Camry. Developed the 5’S training program used at the Georgetown facility. Responsible for all production, scheduling and quality of metal stampings and weldments of automotive seat frames for Toyota, General Motors and Ford. Directed workforce of 400 hourly, non-union team members over a three-shift operation through a staff of six direct reports that consisted of Production, Quality Engineering and Production Control Management.

Master’S Degree, Engineering/Industrial Management, 4.0

Bachelor Of Science (Bs), Industrial Technology/Technician, 3.0