James Klosterman Email & Phone Number

Southgate, Mi, Us

Southgate, Mi, Us

FINISH LINE CONSTRUCTION – 586-557-5008Complete home remodel, remodel flip houses, additions, decks and maintenance.

Plymouth, Michigan, Us

Manage 1st shift operations team in the manufacture of Jeep Wrangler, Jeep Truck interior seating and Dodge Ram consoles. Supported by 2 Superintendents, 8 Supervisors, and 255 hourly employees. • Plant Safety improvements were made to team member rotations, and equipment. 11.5% improvement in recordable injury rate.• Improve quality through actions with production and quality team. 13% improvement in first time capability. 7% improvement in scrap. • Champion Adient Manufacturing System audits, 53% improvement in modules 5-S, Visual Management and Standardized Work.

Team member on construction crew involved in the revitalization of Detroit. Complete remodel of 3 homes in Detroit from demo to completion.

Operations Manager (9/3/2019 – 2/28/2020) Released in head count reduction due to GM strike and Covid 19. Manage three shift operation in the manufacture of GM seat tracks and frames. Led 5 Supervisors and 222 hourly employees in the manufacture of automotive seat tracks and frames. Improve overall cost through using lean manufacturing and continuous improvement applications. • Safety recordable and lost time improved 32%. Implemented safety team and audits. • Labor Efficiency improved 24%. Improved change over process and inventory to reduce OT. • OEE performance improved 16%. Implemented KPI tracking with team.• Total Scrap improved 22%. Six Sigma methodology to determine cause and corrective action.

Coburg, De

Production Supervisor, New Boston MI. (10/14/18 – 9/1/19)Supervised multiple production platforms in the manufacture of vehicle seat tracks, door window assemblies and hands free access lift gate assemblies. • FCA Jeep Wrangler door window assemblies and hands free access spindles. Improved third shift hourly rate and first time capability 15% to meet shift goal total 580 doors per. line. • Honda seat tracks, back frames and track slide rails. Implemented multiple process improvements that lead to the elimination of the third shift production and a 26 direct labor head count reduction. • FCA Jeep Wrangler and Dodge Truck laser weld cells and track assemblies. Launch Team for 9 laser weld cells. Improved on time delivery and hourly rate through process flow and change over improvements in laser weld cells. 25% improvement in weld cell scrap in 8 weeks.

Lead Magna Production Systems (MPS) team in manufacturing and quality improvements at a three customer interior seating assembly plant, FCA, GM and Ford, yearly plant volume of 480,000 units. Champion World Class Manufacturing (WCM) implementation through Magna Factory Concepts (Mafact). Lead Magna Detroit facility in the integration, planning and prioritization of continuous improvement activities to reduce waste and improve efficiency and productivity in both production and non-production areas. Improve quality systems through daily review of internal quality issues and corrective actions with production team and quality department. Lead multiple lean manufacturing projects to improve process utilization, labor hours and improve standard process. Lead Magna Detroit Mafact and WCM improvements for yearly audit. FY 17 score = 3.69, FY 18 score = 4.14 out of 5.

Cork, Ireland, Ie

Led the day to day manufacturing activities of a three shift operation in the manufacture of automotive seating for Ford Motor Company, with a yearly volume of 325,000 units. Led a production staff of 12 and 235 production team members. Coordinated production activities with support departments to ensure plant goals were achieved in a timely cost effective manner. • Co-lead Plant Safety Team. Improvements were made to team member rotations, equipment, and material. 71.5% improvement in recordable injury rate.• Improve Total Quality Systems through actions with production team. 33% improvement in first time capability.73% improvement in scrap. $207,000 yearly save.• Led quality Kaizen and problem solving teams to improve customer quality issues. 63% improvement in customer returns.• Total direct labor headcount reduce from 82 to 52. Lead multiple Lean Manufacturing projects to improve process utilization and labor hours, and improve standard process. • Led Johnson Controls Manufacturing System audits and corrective actions. 53% improvement in modules 5-S, Visual Management and Standardized Work. Mentor, coach and establish an Individual Development Plan for Superintendents and Supervisors. The plan is reviewed quarterly to monitor progress and review expectations. Maintain an effective working relationship and communication with all departments and the UAW and ensure the professional development of all assigned personnel.

Cork, Ireland, Ie

Roadmap continuous improvment savings to achieve 30% gap closer to best in class JCI facilities. Forecast the gap closer and savings to plant performance metrics. Indentify gaps and deficiencies in business processes and programs. Link process deficiencies directly to the bottom line impact. Drive resolution of process deficiencies using statistical and financial justification. Build project plans for CI projects, including resources, timeline and financial justification. Utilize cross functional teams to drive breakthrough, best in class performance in people, quality, material flow and cost. Conduct Safety Kaizen events to improve ergonomics and improve process work balance using MODAPTS and other tools. Conduct Six Sigma and Kaizen events to improve quality, productivity and reduce waste. Conduct Lean Manufacturing events to improve process balance and meet labor goals. Mentor and coach team members and Six Sigma Black Belts in Lean Manufacturing and Six Sigma initiatives. Lead multi-million dollar projects and report program achievements to Business Unit Management.Total savings, FY 12-14, 6.6 million dollars.

Cork, Ireland, Ie

Manage production supervisors and team members in daily production activities. Ensure on time customer delivery and quality standards meet and exceed customer expectations. Ensure Supervisors are thoroughly knowledgeable of employee handbook or UAW contract language, safety standards, quality standards, programs and procedures pertaining to production team members. Maintain and update supervisors and team members training records and progress reports. Coach, counsel and develop the team to improve their skill sets. Lead teams and participate in the use of 8-D, 5 why and KT problem solving tools to drive root cause corrective action to issues. Ensure corrective actions are implemented and maintained by production staff and team members. Verify rework and safety critical repair documentation is completed. Track and improve first time capability in the manufacturing process. Manage attendance and overtime to optimize manning efficiencies. Process team members daily payroll. Daily meeting with supervisors to address and improve safety, quality and hourly rate issues.

Cork, Ireland, Ie

Use Six Sigma Methodology and Lean Manufacturing tools to improve product quality and cost. Report to a Master Black Belt and Continuous Improvement Manager. Use DMAIC methodology to determine and eliminate process variance caused by quality issues. Use data and statistical studies to review corrective actions with process owners to improve quality and address customer warranty issues. Use Lean Manufacturing to eliminate waste and create a balanced process to reduce total labor cost. Effectively work with team members and secure team member participation in Kaizen and Lean Manufacturing events.

Cork, Ireland, Ie

Supervise production team members in daily production activities to support safety, quality and production requirements. Maintain good employee relations through coaching, counseling and consistent application of plant policies. Orientation and on the job training of team members in safety, efficient operation of equipment and housekeeping. Coordinate hourly rotations of team members in accordance with ergonomic team recommendations. Maintain manpower to required department levels using lean management. Reassign team members to avoid unfavorable labor variances. Observe production area to ascertain compliance with standardized work methods, quality standards, safety regulations, production standards and efficient operation of equipment and take immediate corrective action to eliminate any deviation. Daily team meetings to address and improve safety, quality and hourly rate issues.