Nathan Eldridge Email and Phone Number

Establish advanced manufacturing roles and function within corporation and properly align talents and staffing to support changing focus and expectationsLead multi location engineering and technical team across both North America and AsiaDrive continuous improvement and principles of Lean manufacturing to increase efficiencies and eliminate waste across all aspects of manufacturing, product development, and operationsSupport new product development initiatives and drive design for manufacturing and assembly (DFMA) to align manufacturing capabilities and cost expectations with product design needsUtilize consumer feedback to integrate multiple design poka-yokes eliminating repeat areas of consumer frustration in product interactionDrive contract manufacturing partner to establish robust PFMEA process to identify and proactively address areas of potential concern in maintaining product qualityDevelop analytics for various avenues of consumer feedback driving product design innovation, improved methods of consumer communication, and manufacturing improvements resulting in improved consumer satisfaction and reduction in total product returnsProblem solving champion leading cross functional teams to drive to root cause of repetitive manufacturing and product issues coming to unique solutions and improved conditions across multiple performance metricsEstablish robust problem solving expectations challenging root cause analysis methods and driving real improvement to products and processes generating improved performance and financial savingsDrive focused Kaizen activities to improve manufacturing processes for glass components yielding improvements of nearly 40% in FPY and cost reductions of up to 36% while doubling production ratesDevelop and deploy cross-functional strategic goals and measures to align group initiates with corporate level strategic focus

Led manufacturing engineering and plant engineering teams within a high mix, low volume, TS16949 certified manufacturing environmentResponsibility and oversite of manufacturing engineering, tooling design, facility procurement, EHSE, maintenance & facilities Drove manufacturing efficiency through process improvements to turn around plant profitability and productivity metricsLed facility and engineering support in the divesture of a $14 million line of businessDeveloped technical team and resources needed to drive success within manufacturing operationsLed various automation projects to drive production efficiency and quality processes within manufacturing operationsLed multiple, cross-functional projects focused on process improvement and root cause analysis resulting in effective detection and error proofing of quality and manufacturing problems.Responsible for integration of new capital equipment to drive cost savings and address technological shortfalls driving total savings of at least $4.2MLed team through move, consolidation, and optimization of $6M business from within another location to consolidate processes and manufacturing expertise allowing for successful growth into new business sectors for the business unitUtilized Lean tools to improve operational efficiencies up to 51% allowing for optimized work loading, improved output, and a balanced work forceLed structured problem solving across a variety of complex issues and encourage tools of six sigma and lean principles to drive lasting improvements

Employed fundamentals of the Toyota Production System (TPS) to drive Lean culture transformation through facility integration follow company acquisitionLed transformation efforts resulting in a YOY improvement in facility performance of nearly 70%Trained management team and production teams in the use of various tools and methods of Lean for driving improvements within hose manufacturing operationsSupported hose manufacturing operations as they were relocated and setup within a new facilityDesigned, introduced, and implemented comprehensive audit structure to drive continuous improvement and assure sustainable results throughout manufacturing facilitySupported new equipment installation for critical pieces of operations equipment and production approval processesLed motion Kaizen and 2P in assembly process yielding reduction in movement of 28% and increase in productivity of 83%Designed and implemented visual TPM scheduling and management system resulting in an annual savings of greater than $79,000Encouraged a culture of problem solving and quality work resulting in an improvement of RPPM of 81% with a FPY of 99.6%

Directed all engineering, tooling production, and facility maintenance activities for a $46.4M ISO9001 certified facility with direct department budget responsibility of greater than $6MProject manager for researching, specifying, and working to achieve final approval for all facility and process related capital projectsResponsible to properly cost all products and processes assuring margins were accurately reflecting finance expectationAutomated bending operations and implement new cell for bent product for an annual savings of $198kConducted performance reviews, set objectives and expectations, develop future personal performance goals, and manage schedules and responsibilities for team of direct reports – both hourly and salariedAssured that team had proper skills and training available to support facility needs and align with facility five-year planningProject manager for building addition to address safety concerns, improve product flow, and reduce excess material movementLed SMED Kaizen resulting in 28% reduction in machine change-over timeConverted manual assembly process to automated system for an annual savings of $156kLed Six Sigma project reducing variation in tooling methods and designs yielding an annual savings of greater than $184kUtilized problem solving techniques and tools to identify root cause and drive opportunities for improvementLed regular department meetings to promote communication and encourage team problem solving and continuous improvementManaged, specified, and successfully implement new $3.96M machine centers for an annual savings of $1.77MStrategically sourced tooling production for an annual savings of more than $104kImplemented Kanban system to manage tooling and spare parts inventory, trigger work throughout the department, and reduce overall department costs while maintaining service levelsWorked to drive change and improvement through technical service departments and into all aspects of the manufacturing facility

Managed military contracts for bolt-on armored protection for large troop-transport vehiclesWorked directly with customer to assure quality and delivery of product was meeting all requirementsLed strategic sourcing initiatives across complex supply base to assure that needed products were delivered to meet internal product plan and achieve the promised delivery schedule to all customersAssigned tasks and responsibilities and manage schedules for all direct reportsScheduled production time and work-load to meet delivery needs and demands of customerAssumed management of a $4.4 million military contract from departing program manager achieving a 36% increase in on-time delivery through balanced work loads and strategic sourcingStreamlined material flow and process to improve production through cutting tables, forming, welding, and painting operationsIncreased productivity by 23% through bottle-necks in armored vehicle assembly line by balancing work-load between robots and weldersLed SMED Kaizen resulting in an 8% increase in laser cutting output and a savings of $210,000Implemented standard maintenance schedule to improve capability of plasma cutting table to balance cutting schedule and allow for consistent and increased throughput

Responsible engineering over all diecasting operations within a TS16949 certified, Tier 1 automotive supplierLed Kaizen Quality Event that reduced quality rejections for General Motors lock body casting by 85%Led PFMEA & DFM development for all cast componentsSupported DFMEA, DFA, and Control Plan development across all areas of manufacturing operationSelected for and participated in month long training program for technical leader development in Toyokawa, JapanLed improvement activities to achieve and maintain in-process die casting defect ratio of below 1% and track daily production data to assure defect ratio remained below 1%Improved die casting cycle time an average of 5.5%, saving $142k per year in production costs by decreasing overtime and outsourced workLed countermeasure activities that reduced the die casting scrap and defect ratio by nearly 65% over the previous yearProject manager to switch magnesium cover gas (SF6) to environmentally friendly gas to comply with Kyoto ProtocolWorked to design and implement new magnesium die cast cell to bring casting of Toyota lock body back in-house at a savings of $1.28M per yearWorked to design and implement new zinc die cast cell to bring casting of GM lock body back in-house at a savings of $386k per yearNegotiated cost savings with suppliers for new die casting equipment for a savings of $208k, 26% under original quotationsManaged $2.1M budget to purchase and install two new, complete die cast cells coming in 8% under budgetDesigned and implemented changes to shot tip for aluminum die casting to increase tip life 366% for an annual savings of $73kImproved aluminum casting cell up-time by 4%, decreased in-process defect ratio from 6% to consistently under 2%Worked with production department to countermeasure defects and reduce all die casting scrap by 31% saving $119k per yearCreated improved spray head design for aluminum die cast cell to reduce scrap due to poor spray condition by 63%

Worked with research team to develop improved plastic formulations to transition to a lower cost polymer with typical project savings of 15% - 45%Ran material processing condition studies to research the possibility of modifying formulations for cost reduction while still retaining key material performance requirementsWorked to develop a high impact resistant, high UV tolerant, low cost, colored polymer for automotive applicationsCarried out and certified testing protocol aligned with ASTM, UL, all customer, and other regulatory requirementsCompleted testing regimen for Toyota and Nissan on new blends of polymers for use on automotive exteriors proving out an increased performance of up to 36%Created reports to compare technical material performance data compiled through various testing methodsRan a long-term processing conditions and weathering study on running boards and bed-liners for Ford yielding recommendations for alternative materials for improved performance

Worked to expand methods within a Lean Manufacturing facilityUtilized the methods of Lean Manufacturing to improve work flow, decrease downtime, and increase component outputDesigned oil collection system to prevent slip-and-fall injuries from oil spatter and prevent machine problemsAssisted toolmakers and metalworkers in improving tooling methods and design for machining operationsWorked with tool makers to create a modified step-drill design to increase tool-life by 30%Developed and designed all inner-diameter tooling for entire machining facilityWorked with Manufacturing Engineer to design a dual crimp system resulting in a 70% decrease in cycle timeCreated a wear-pad for DT crimp system to double crimp-jaw life saving several thousand dollars annuallyDesigned new tooling and methodology for crimping and assembly functionsResearched and interpreted material data and studies for quality and performanceChanged form tool requirements and design to achieve a cost savings of about 20%Completed machine capability studies resulting in higher efficiencies and identification of problematic machinery