Please see our website at WMTPrecision.com of on LinkedIn WMT Precision LLC.We are an established organization with decades of Aerospace experience. We maintain excellent metrics with our customer base. Check us out and contact me if there is a mutual gain.Mark

In late 2017 TRW Auburn was re-assigned to another division within TRW and then sold. During the 6 month transition and acclimation process, I decided to make a career decision. Much thought and deliberation went into my decision, I chose to resign / retire from the new division / entity as the divergence of management style was too dramatic to continue on as Plant Manager. I am currently seeking an opportunity to manage or own an entity that requires solid leadership along with long term strategic intent.

Responsible for plant performance internally and externally. Internal responsibility encompasses ZF TRW KPI management and improvement, Safety, Customer Management (Quality, Delivery and perception), Operational Performance including OEE, Financial responsibility including full P&L, capital, etc. External responsibility encompasses community involvement, environmental impact management, etc.

Responsible for a direct labor workforce that is 350+.Direct activities that will drive throughput improvements to enhance plant specific productivity to meet future demand.Drive safety into the operation by setting specific objectives for front line supervisors.Engage entire workforce to practice proper behavioral activities during daily job functions at all levels in all job classes.

Managed a $10 million plus capital budget year over year.Launched multiple new products critical to plant profitability and competitive position in the industry.Key manager in a "return to profitability" team, pulled together to reinvigorate an operation.Directed continuous improvement efforts to optimize equipment and labor utilization during sales growth of 100% from 2010 to 2011.Motivated a diminished staff to maintain project dates and projected income metrics while enhancing proactive quality safeguards.

· Safety performance tracking initiated by operation. Constant communication, education, presence and interest, and top down management are key parameters to success. Lost time incidents trended to zero (0) during my tenure.· Improved productivity 18% in Mexico, 8% in Skaneateles and 3% in Moravia through direct labor tracking, accountability and communication of business metrics in understandable terms. · Scrap tracking and Corrective Action process initiated. Established a formal document trail to track progress

· Safety performance improved by altering behavioral activity with repetitious communication, constant presence and interest, and top down management. (More reported incidents - 22%, fewer high severity rated injuries - 13%.) Improved awareness. · Improved productivity 8% through prioritized, directed engineering and support function activity, direct labor accountability and communication of business metrics in understandable terms.· Reduced scrap rate of the entire facility’s highest scrap rate component 55% through controlled training, database directed activity and communication. An annual savings estimated to be $140k. Echoed the process through all components in my area. The process had been benchmarked as the scrap reduction process for the facility

· Improved safety performance by altering behavioral activity with repetitious communication, constant presence and interest, and top down management. Plant rated best in North America 4 years straight 2003-2006.· Directed engineering and support function efforts to reduce operational costs by 3-4% of sales annually since 2004 through an interactive, employee supported process.· Improved productivity 100% through prioritized engineering activity, direct labor accountability and communication of business metrics in understandable terms.· Reduced scrap 20% through controlled training, database directed activity and communication.· Implemented Lean Manufacturing activity throughout facility with a combination of classroom training and participative activity. Sustainable gains were managed through vigilant follow-up and communication.· Improved OEE year over year with database directed activity. Setup reduction (SMED), 6S, Scrap Reduction, Operator Accountability and constant communication.· Determine long-term product mix based on BW performance metrics, financial and operational, balanced with plant capacity and capabilities.· Improved income from operations 300% in four years. From start-up to steady state.· Plant awarded Manufacturing Excellence Award for 2006 for all of Morse TEC