James Mcmanus Email & Phone Number

Chandler, Arizona, United States

Responsible for Quality Assurance and Quality Control for installation of material handling equipment for use in fabricating integrated circuits. We supply Intel, Texas Instruments, TSMC and Micron among others.

Phoenix, Arizona Area

Providing Boater Safety by guarding people/marine life from the propeller. Responsible for all aspects of this company including design, manufacturing, quality, logistics, sales, marketing, and P&L

Scottsdale, Az

Director of operations responsible to create and improve next generation battery technologies as well as the cathodes that go in them. Responsible for day to day operations of 22 people in Operations and Environmental, Health and Safety of the whole company.

Chandler, Az

Responsible for working with Product Engineers to manufacture new innovations in green technology and brings them to market. This included prototyping and working with our supply chain to manufacture a Natural Gas injector, and a Flare Gas processing unit capable of transforming Oil Field Flare Gas into Methane

Responsible for supplier strategies to find and leverage mid-volume suppliers to support $350 Million in annual turn-over, and $44 Million in tooling. My team works with engineering, site assembly and the suppliers to ensure the product is designed for the best value, including reliability, quality, assembly, logistics and service.

Spent the first half of the year in Germany to restructure the engineering and central office and establish hiring practices. Now in charge of quoting new business, defining best practices, as well as putting in business processes and systems to streamline communication of those systems. Also in charge of Intellectual Property. These costs were cut by 480,000 (half), and we consolidated 3 law firms into one.

Plant Manager, Wabash, Indiana. Launched new Ford Escape TPV Glassruns. Was brought in to help as Engineering Manager in Dec-06. Promoted to Plant Manager Mar-07. Cut losses in half ($700,000/mo). Started and maintained lean, safety, quality, and production initiatives for the whole of that year. Plant losses were cut in half. Unfortunately it was not purchased by the new owners and was closed. I was part of the closure bargaining team.

Defined and implemented Value Added Engineering Process Globally. Provided engineering excellence through workshops, best practices, and lessons learned reviews. Implemented $2 Million of savings in the first 4 months of the fiscal year before being transferred to Wabash Plant.

Installed Global formal program management system with exit gates as a business process from concept to launch. Process was certified TS16949. Successfully launched $50 Million in sales over a 5 year period. Reduced Capital and Non-Funded tooling spend by $31 Million over a 2 year period.

(Note: TRW purchased Lucas/Varity Dec-99) Responsible for P&L of three plants in Michigan, Ohio and Mexico manufacturing brake products and corner modules totaling $455 Million in annual sales. The Mexican plant was a start up, and required the transfer of many products. Reduced capital expenditures by $4 Million. Oversaw and participated in bi-monthly lean events. Each plant had a trained lean promotion officer. Followed monthly Balanced Scorecard method using safety, quality, delivery, training, and financial measurements while maintaining QS9000 certification.

Responsible for launch of 35 programs in 13 plants by 15 program managers in North America. Installed new company wide program management system in North America that was QS9000 certified. Staff budgets were $1.5 million per year, and program budgets ranged from $500,000 to $15 Million.