John Kibble Email & Phone Number

Ann Arbor, Mi, Us

Northville, Michigan, Us

Northville, Michigan, Us

For the past eight years, I have worked in operations in global, including China, Asia-Pac, and Europe. My work has taken me all over the world, something I enjoy as it allows me to meet and interact with many different people across cultures.My top priority is to deliver results, which is why I take great care to build an effective team around me. While I know a great deal about the areas I oversee, I would rather set the direction and expectation for others who are experts than micromanage. My teams are aligned toward the company goal and deliver.ACCOMPLISHMENTS: ▪ Introduced a global CI pipeline that tracks the cost-saving opportunities from idea to the impacting on P&L ▪ Built an effective team with objectives linked to strategic and tactical objectives ▪ Set in place a global BBP process for cost per unit to enable benchmarking across the business ▪ Directed the global design and rollout of the Tenneco business system manufacturing operations element ▪ Supported North American operations to reduce conversion costs by $2M monthly compared to the prior year by implementing waste elimination techniques ▪ Achieved a stretch target to deliver an additional $15M in savings from purchased componentsSPECIALTIES: Manufacturing cost | Environment Health & Safety (EHS) Management | Material Planning and Logistics (MPNO) | Process Engineering | Integrated Supply Chain | Business Data Process (BDP)

Northville, Michigan, Us

Northville, Michigan, Us

Directed manufacturing operations in China, Japan, Thailand, Korea and Australia at 29 locations and 4,500 employees. ▪ Oversaw manufacturing, MP&L, quality, CI, NPI launch, and process engineering. ▪ Managed an annual $180M manufacturing conversion cost budget and $70M capital expenditure budget. ▪ Supervised and mentored Regional Directors, MP&L Director, EH&S Director, Quality Director, CI Director, AME Director, Manufacturing Director, and Finance Director.ACCOMPLISHMENTS: ▪ Built a strong and effective team based on continuous improvement. Executed CI in excess of $25M annually, contributing directly to a 2% point GM increase. ▪ Achieved an engagement score above 80%. ▪ Set in place a BBP process to enable detailed benchmarking across the business. ▪ Recognized by global HQ for a number of best practices in manufacturing, MP&L, and EH&S, resulting in two Global EH&S Awards and a benchmark DOH. ▪ Facilitated integrated supply chain techniques to formulate an optimized 5-year network strategy to deliver best delivered cost to the customer resulting in optimized manufacturing locations. ▪ Reduced equipment capital cost by localizing manufacturing.

Northville, Michigan, Us

Directed manufacturing operations in China at 21 locations with 3,700 employees. ▪ Oversaw manufacturing, MP&L, quality, CI, NPI launch, and process engineering. ▪ Managed an annual $120M manufacturing conversion cost budget and a $40M+ capital expenditure budget. ▪ Supervised and mentored Regional Directors, MP&L Director, Quality Director, CI Director, AME Director, EH&S Director, and Manufacturing Finance Director. ACCOMPLISHMENTS: ▪ Created and developed a manufacturing operations team where none existed. Trained and mentored the team to be capable of working with global peers on an equal standing. ▪ Introduced a business operating system, including KPI (key performance indicators). ▪ Identified and realized conversion cost savings in excess of $10M annually.

Northville, Michigan, Us

Directed the manufacturing operations in Europe, Russia, and South Africa at 24 locations with 4,400 employees. ▪ Oversaw manufacturing, MP&L, quality, CI, NPI launch, and process engineering. ▪ Supervised and mentored Regional Directors, MP&L Director, EH&S Director, Quality Director, CI Director, AME Director, and the Manufacturing Finance Director. ▪ Managed the manufacturing conversion cost $250M budget and the capital expenditure $50M budget.ACCOMPLISHMENTS: ▪ Reorganized and strengthened the operations team into a regional structure which improved focus on performance and provided greater oversight. ▪ Standardized the BOS and KPI reporting cadence. ▪ Improved the conversion cost by 6% per hour in 2011. ▪ Started a trend for ppm reduction from 52 in 2010 to 21 in 2012. ▪ Opened new facilities in the Czech Republic and Hungary, and closed facilities in Sweden and France.

Northville, Michigan, Us

Directed manufacturing footprint and processes throughout Europe, and organized the manufacturing responses to customer RFQ's. ▪ Provided support to developing regions (India, Thailand and China). ▪ Managed a team of 14 direct reports in advanced manufacturing engineering/launch and the strategic planning group. ▪ Supervised new business launches. ▪ Defined and executed operational cost reduction projects and an aftermarket restructuring plan. ▪ Analyzed and created financial justification for manufacturing network improvements. ACCOMPLISHMENTS: ▪ Created core competency teams which focused on improvement and standardization of core processes. ▪ Introduced equipment and tooling standards which improved the equipment utilization and redeployment rate. ▪ Improved the accuracy of operational RFQ inputs, resulting in an increase in business. ▪ Decreased expenses and capital expenditures in response to the global financial crisis.

Northville, Michigan, Us

Created the EU EC launch group and set in place the processes and procedures to facilitate the large growth driven by vehicle emissions legislation. ▪ Directed new product launches and the execution of manufacturing strategic projects within Europe and global project industrialization. ▪ Supervised a staff of four launch engineers working in Europe and 50 plant-based industrialization engineers. ▪ Executed a flawless launch of new products and projects through detailed planning and education. ▪ Collaborated with plant managers to develop structures to support the flawless launch and application of TVM. ACCOMPLISHMENTS: ▪ Improved the manufacturing KPI's included in the NPI BOS. ▪ Supported the setup and launch of a new plant in Chennai, India. ▪ Introduced new industrialization processes which became the foundation of Tenneco.

Northville, Michigan, Us

Supervised the industrialization of the Ford EuCD program launch at seven locations in Europe. The EuCD program consisted of supplying the new generation of Ford Galaxy and Mondeo, as well as Volvo S60, S70 and S80. ▪ Managed the €3.5M investment budget and the €6.5M tooling budget with a peak volume turnover of €120M per year for the program. ▪ Defined the manufacturing network, including low cost components, best cost components, and JIT plants for final assembly (47 SKU part numbers). ▪ Single manufacturing point-of-contact between manufacturing, internal customer teams, and the customer. ACCOMPLISHMENTS: ▪ Achieved all program milestones, both internally and externally. ▪ The launch became the company blueprint for future launches. ▪ Successfully completed launch by assembling an international launch team that collaborated well together.

Northville, Michigan, Us

Directed manufacturing, process engineering, CI, and MP&L at a plant manufacturing exhaust systems for Ford, BMW, Jaguar and GM with 177 employees. ▪ Supervised, mentored, and empowered lean production managers, production engineers, and production planners. ACCOMPLISHMENTS: ▪ Implemented lean manufacturing, including 5S, VSM, and Six Sigma, resulting in an annual savings of $500K. ▪ Trained as Six Sigma Champion. ▪ Implemented a one-year plan to turn around a non-profitable plant with quality and delivery issues. ▪ Reduced inventory 40%, head count 15%, and significantly improved delivery. ▪ Introduced a business operating system, including KPI (key performance indicators).

Northville, Michigan, Us

Managed the value streams for GM and BMW customers. Directed production, quality, and MP&L.ACCOMPLISHMENTS: ▪ Resolved delivery and quality problems. ▪ Significantly improved productivity.

Directed manufacturing, MP&L, production, quality, and process engineering in a high-volume automotive environment. ▪ Supervised productivity, performance, and profitability. ▪ Supervised six managers.ACCOMPLISHMENTS: ▪ Grew the division by 220% in three years. ▪ Drove the successful introduction of high tech capital equipment. ▪ Introduced a business operating system, including KPI (key performance indicators).

▪ Production Manager: 1994 to 1997 ▪ Assistant Manager: 1992 to 1994 ▪ Technical & Process Planning Engineer: 1989 to 1992 ▪ Technical Apprentice: 1986 to 1989

Mechanical Engineering

Mechanical Engineering