Plant Manager for Fehrer Automotive's North American flagship plant. Supplying foam seat cushions for VW, BMW and Mercedes

Senior site manager for supplier of interior parts and assemblies for the automotive industry. Report directly to corporate General Manager and effectively supervise managers of Human Resources, Materials, Quality, and Production. Establish and track metrics in support of overall corporate goals. Fully accountable for P&L.Key Achievements:· Awarded Alabama's 2007 Emerging Manufacturer of the Year Award by Governor Bill Riley.· Improved direct labor efficiencies from 66.7% to over 137% through downtime reductions, process refinements, and improved employee retention.· Significant growth in gross margins through direct labor reductions, scrap reductions, and reductions in indirect costs.· Achieved 100% on-time delivery and doubled inventory turns by implementing new procedures for inventory and production control.· Implemented training programs, hiring standards and new pay strategies reducing employee turnover from 75% month to less than 1% month.· Created and implemented number of management reports, including daily contribution, direct labor efficiency, inventory accuracy and others, dramatically improving efficiencies.

Product Development Manager for automotive business unit of company. Supplied over 100 injection molded parts and assemblies to automotive customers. Accountable for automotive P&L. Served as primary liaison with automotive customers.

Plant Manager for multi site, 24/7, manufacturer of precision metal parts and assemblies for the defense and automotive industries. Supervised and provided key leadership to staff of eight managers including HR, IT, Engineering, Manufacturing, Production Control, Quality, Safety, and Accounting. Quoted new business development opportunities. Produced budgets, forecasts, and business development strategies.Key Achievements:· Successfully led two divisions to ISO/QS certification on first attempt.· Trained over 300 hourly associates in ISO/QS principles.· Trained management staff in area including internal auditing, understanding financial statements and lean manufacturing tools.· Stabilized supplier relationships, resulting in consistent product flow and improved cash flow.· Implemented process refinements improving rework from over 50% to less than 1%.· Improved customer satisfaction by improving on time delivery and product quality.· Implemented team concept philosophy.· Conducted plant visits by customers and suppliers, overcoming concerns regarding financial problems.· Improved employee safety awareness, resulting in significant reductions of accident rates and workman's compensation premiums.· Increased operating profits from -3% to 21%.· Chosen by senior management to assist in opening new generator manufacturing plant.· Assisted generator plant staff in developing operational procedures to effect solutions to chronic problems.· Quoted new business opportunities generating over $34M in additional defense sales and $7M in after market automotive sales.