Jeff Mason Email & Phone Number

Olive Branch, Mississippi, Us

Lead and direct all strategic and operational activities for seven manufacturing facilities and a distribution center ($250 million business) producing Intake Manifolds, Cylinder Heads, Cam Shafts, Power Packs, Electronic Fuel Injection Systems, Torque Converters, Carburetors.• Redirected underperforming plants to achieve planned profitability within months.• Reduced safety incidents by 80% equalized for hours worked, with goal of zero incidences.• Drove 10% material content reduction through scrap reduction.• Lead production efficiency through Lean operating system resulting in 20% headcount reduction on increased sales• Improved quality performance in internal PPM by 50%.• Implemented cash-flow improvement through inventory reduction as main driver of $1M/month• Directed increase in on-time delivery improvement from less than 65% to 90%. Fill rate followed

Manage business of Large Defense Aircraft component supplier.Re-organize structure of managementImproved on-time delivery by 50%. Proper scheduling, accountability, trainingExternal quality rating improved 100%. Address FTT immediately, quick response to customer concerns, real root cause analysis and actions addressing highest impact Improved profitability by multiple.

Villa De Garcia, Nuevo Leon, Mx

Guided and directed all strategic and operational activities for nine manufacturing facilities ($1.1 billion business) producing complex aluminum castings for the automotive industry. Led operational performance, including EHS, quality, MP&L, and all KPIs for the business unit. Restructured organization multiple times to ensure efficiency, customer satisfaction, and financial success.• Reorganized and redirected underperforming plants to achieve planned profitability within months.• Reduced safety DART rate by 50%, with goal of zero incidences.• Improved inventory accuracy from less than 75% to 96%.• Promoted 20% reduction in head count through implementation of Lean production system.• Improved quality performance by 50%, external by 50%, and internal by 20%.• Drove cash-flow improvement to 15% over plan.• Promote on-time delivery improvement from less than 85% to 98%.

Pittsburgh, Pennsylvania, Us

Led and directed all strategic and operational activities for seven manufacturing facilities ($700 million business) producing nuclear seal rings, nuclear submarine drive components, military transmission liners, rotary cutting dies, LDPE hyper compressor plungers, EDM block and pre-forms, water jet nozzles, compacts, saw tips, debarkers, feller bunchers, autonomous input control devices, pelletizing dies, Conforma Clad cloth and application, and high-purity specialty metal products with wear-resistant surface finishing solutions.• Redirected underperforming plants to achieve planned profitability within months.• Slashed safety incidents by 70% equalized for hours worked, with goal of zero incidences.• Drove 20% material content reduction through scrap reduction.• Promoted 10% reduction in head count through implementation of Lean production system.• Improved quality performance in external PPM by 60%.• Oversaw cash-flow improvement from breakeven to highly positive and ended 200% over plan.• Facilitated on-time delivery improvement from less than 65% to 95%.

Roseville, Michigan, Us

Managed turnaround of operational activities for $100 million business manufacturing Class A wheel and trim automotive assembly, warehousing, sequencing, painting, and plating. Sold company in November 2008. Increased operating income by $10 million annualized. Restructured underperforming operations to profitability within two months. Negotiated surcharge and price increases with all customers. Reduced labor by 25% through Lean concept. Slashed inventory by $2 million, quadrupling turns. Reduced scrap by 50%, saving $1.5 million annualized. Oversaw and managed several launches of automated assembly lines.

Guided and directed all strategic and operational activities for $100 million business providing services in automotive assembly, warehousing, sequencing, and coatings. Drove organic growth of 15% after ten years of stagnant sales. Increased EBT by multiple. Redirected underperforming plants to achieve planned profitability within months. Negotiated labor agreements, integrating teams, competitiveness, and mutual success. Led reorganization into Lean philosophy. Drove consolidation and facility strategy to expand to marketplace demand. Initiated and lead Six Sigma culture.

Northville, Michigan, Us

Led and directed all strategic and operational activities for eight plants in Canada, Mexico, and U.S. producing fluid carrying systems (rubber and plastic extrusion and tubular products), sensors, and thermostats. Promoted organic growth from $365 million to $430 million. Redirected underperforming plants to achieve planned profitability within months. Negotiated labor agreements, integrating teams, competitiveness, and mutual success. Drove 20% material content reduction through purchasing agreements (supply chain management) and scrap reduction. Promoted 10% reduction in head count through implementation of Lean production system.

Guided and directed all manufacturing activities for 13 plants in Canada, Mexico, and U.S. producing stampings and complex modular weld assemblies. Promoted organic and acquisition growth from $75 million to $550 million in three years. Redirected underperforming companies to achieve profitability within months. Consolidated eight manufacturing operations, resulting in 30% EBITDA improvement. Integrated five acquisitions into company’s culture. Negotiated labor agreements, integrating teams, competitiveness, and mutual success. Launched several new programs, with sales of $350 million annually.

Mba, Business/Commerce, Business General/Statistics

Honours Bachelor Of Commerce, Business Administration, Management And Operations