Paul Latour Email & Phone Number

Oshawa, Ontario, Canada

Responsible for Manufacturing Engineering, Controls Engineering, Information Technology, Torque Control and Maintenance

Oshawa, On

Responsible for the Quality, Industrial Engineering and Information Technology departments supporting multiple facilities simultaneouslyLed a team of over 80 employees, ensuring all KPIs were achieved daily – using various problem-solving techniques to ensure countermeasures are effectively addressing the root cause of issues when they ariseManaged manpower, multiple processes and customer needs while maintaining labour budgets

Oshawa, On

Introduced MOST (Maynard Operation Sequence Technique) job studies to help reduce/eliminate job dispute grievances and optimize labour costs - linking all studies to analyze scope changes quickly.Introduced a baseline ergonomic template for all jobs to help determine the impact of scope creepEstablished engineering change process to ensure all stakeholders are involved in process buy-offs before implementation, ensuring smooth transitionsMaintained zero external downtime in 10+ years due to internal equipment failure through the introduction of a PFMEA approach to preventative maintenance Led a $200,000/year cost saving project by insourcing all electric tool calibrations and repairs - project involved offsite training and certification of key personnelLed the team that established a 15 year record of zero nonconformances in customer IT audits and no IT related customer downtime for 10 years Implemented a scanner repair process resulting in $120,000 annual cost avoidance

North America

Lead role in projects locally and played a key role as part of the North American Project Team – projects in Vance AL, York PA and Grapevine TXSuccessfully launched the new Syncreon Operation within General Motors Supplier Park facility in 2009 under the $2.2M launch budget, meeting all delivery targets with zero customer downtime, maintaining safety as the overriding priority and resulting in zero recordable safety incidents. Project scope spanning from demolition to full implementation, on boarding 100 new employees, installing a completely new IT network, clean slate engineering complete layout, establishing MOST engineering baselines and creating new ergonomic and safety analyses for all jobs Developed and implemented the Lean Materials System of kitting and packaging over 100 parts for 3 different vehicles in one kit for Just In Time delivery, fully integrated into the customer’s assembly process Coordinated both internal and external resources to effectively moved a 310,000 sq. ft. facility in 5 calendar days starting at full line rate with no external downtime, no customer complaints and no recordable incidentsTo support the new truck assembly process, launched a new 235,000 sq. ft. facility with 2 significant processes (4 stage high temp gluing process and 26 station overhead conveyor line) in addition to 28 other work cellsCoordinated the transfer of all company assets to 9 other facilities, arranged sale of over $50,000 in assets not being moved, ensured the return of leased equipment to various sources; all completed with in-house resources and zero increase to regular budget

Oshawa, On

Introduced a robust, multi-tiered Operational Layered Audit Process which reduced formal customer complaints from 157 and a PPM of over 500 in 2005, to 1 complaint and a PPM of less than 3 in 2019Revamped the internal audit process priorities to be based on business risk reducing the number of external audit findings during ISO 9001 audits from 10 in 2005 to 0 in both 2018 and 2019Detailed work cell reviews focused on LEAN cell layouts, mutilation protection and ergonomics improvements resulted in reduced costs of nonconformances from over $200,000 in 2005 to less than $36,000 in 2019

Whitby, On

Led the team responsible for exiting GM’s Top Focus Supplier program, successfully implementing a Fast Response program, Error Proofing Verification process, Layered Audit process and a Risk Priority Number (RPN) Reduction programIn coordination with GM’s CARE Inspection process, developed a seat specific CARE type inspection process on complete vehicle prior to shipping to dealerships

Oshawa, On

Responsible for the management of the Internal Audit process, continuously evaluating and improving the plant’s quality system.Played the lead role in all external QS9000 Audits.Coordinated all plant statistical process data – both variable and attribute data – making recommendations to both the stamping and plating departments.

Concord, On

Maintained and monitored all plant statistical data, working hand in hand with the metrology lab and tool room on both new tool development and ongoing process control.