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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Boone AvenueWinchester, Kentucky Street Address
PHONE NUMBER AVAILABLE Home PHONE NUMBER AVAILABLE CellEMAIL AVAILABLECONFIDENTIAL SEARCHAccustomed to meeting stringent quality, attention to detail, and time demands in a highly federally regulated industry, I am the high energy General Manager/Plant Manager you seek. With more than 38 years in all phases of lean manufacturing (22 years Tier 1 and 2 OEM/Aftermarket automotive and 8 years OEM aircraft suppliers; 16+ years OEM Tier 1 fabrication, assembly, overhaul and maintenance in heavy and light rail passenger railroad and metro railcars), I bring a diversity that challenges the normal and is a source of creativity and innovation.My talent, and experience, is effectively managing a business by understanding all aspects of manufacturing including finance/full P&L, manufacturing procedures, quality, engineering, research and development, human resources, facilities, environmental regulations and supply chain, as well as working with sales presentations and customers, regardless of the end product.Hire me to train your next Plant Manager(s) and staff!My career summary is:. Proven history of successful plant turn arounds.. Plant start-ups and re-starts (including equipment and line layouts), consolidations, and closures international (Canada, Mexico) & US. Built from ground up and put into operation 1,600 employee 200,000 sq foot facility.. Culture Change Agent: Superior team builder, mentor, and succession trainer. Bolster skills and value human resources at all levels as a company asset. Leadership by example.. Full staff/discipline/division responsibilities including prototype engineering as well as research and development.. OEM Union and non-union plant management experience.. Talented long- and short-term planning skills to ensure manufacturing objectives consistent with existing sales, projected sales forecasts, inventory requirements and other involved factors, while continuously implementing improvement agenda.. Automotive - More than 22 years in all manufacturing phases including line assembly and quality programs.. Aircraft 8 years in all manufacturing phases for cerametallic brakes.. Compression and transfer molding of plastics as well as extrusion molding.. Lean Manufacturing practiced since 1979: i.e.,TPS, 5S, VMI, work area layout.. Utilized MRP since 1980, i.e., OPT, Fourth Shift, BAAN.. Full P&L responsibilities since 1991.. Steel stamping/forging automotive, plates for disc brakes, rotors and drums.. OEM automotive interiors/cut and sew seats -- leather and fabric.. Sixteen (16) combined years in heavy duty, light truck and automotive OEM/Aftermarket Friction Disc & Block Brakes: mixing, compression mold/press, bake, R&D and engineering prototype, kit packaging and bulk.. Chemical batch mixing and packaging: automotive coatings and sealants, industrial and aftermarket.. Six Sigma, QS9000, SPC, Taguchi methods as well as other quality programs.. Automotive Customers: Honda, Toyota, Mitsubishi, Chrysler, Ford, General Motors.. Enjoy fast paced, multiple diversified and challenging opportunities. Effectively deals with ambiguity.. Heavy and Light railway passenger OEM railcars manufacturing 16 years fabrication, assembly, overhaul and maintenance in compliance with FRA and other federal and state agencies (87 foot long car shells, heavy stainless steel body welding) -- i.e., Washington DC Metro, Pittsburgh Rail Authority, Houston Metro, and Amtrak. As a Tier 1 supplier, directs Tier 2 & 3 supply chain vendors in order to complete build/assemble/test from blueprint to ready-to-roll cars. Components include air compressor brake parts, blower motor, cable, electric wiring, flanges, forgings, gears, shafts, fuel supply controller, inverter, printed circuit boards, rectifier, sensor, speed indicator, switch gear, and voltage convertors. Materials include aluminum, chemicals, fabrics, glass, iron, paints, plastics, rubber stainless-steel and steel.. US Air Force Veteran Inactive Secret Security Clearance, Munitions Maintenance: nuclear weapons.My wife and I are "empty nesters," and are able to relocate with relative ease.Thank you for your time. I would appreciate the opportunity to discuss how my qualifications will be beneficial to your organizations success.Please do not hesitate to contact me at your convenience. I am usually available by cell phone PHONE NUMBER AVAILABLE If I am unavailable, please leave a message and I'll return your call as soon as possible.Best regards,Candidate's Name , MBAPreview: New Single-Level Long Distance Cars - YouTubewww.youtube.com/watch_videos?type=0&index=6&title=Travel+%26...http://www.bing.com/search?q=Preview%3A+New+Single-Level+Long+Distance+Cars+-+YouTube&form=HPNTDF&pc=HPNTDF&src=IE-SearchBoxOct 24, 2013 Production of the first units of new Amtrak single-level long distance passenger rail cars are nearing completion and are expected to be delivered by the ...Click here: New Amtrak Viewliner II passenger cars on the move 7/8/2014 - YouTubeClick here: Amrak's 2ND VIEWLINER Pick~up @ CAF Elmira - YouTubeThis lengthy amateur video from an Amtrak fan did manage to incorporate an overview of our 48-acre facility as well as rail crossings. We purchased rail from Norfolk Southern and I am responsible for the local crossings, i.e., maintenance, legal, posting personnel for testing, AMTRAK incoming pickups and out going shipments, etc., in compliance with Federal Railroad Administration (FRA) and United States Department of Transportation (DOT) regulations.Candidate's Name
16 Boone Avenue, Winchester, Kentucky 40391PHONE NUMBER AVAILABLE Home PHONE NUMBER AVAILABLE Cell EMAIL AVAILABLESeeking challenging SENIOR EXECUTIVE MANAGEMENT opportunities.PROFESSIONAL SUMMARYA decisive leader with more than 38 years in all phases of lean manufacturing management experience. (22 years Tier 1 and 2 OEM/Aftermarket automotive and 8 years OEM aircraft suppliers; 16 years OEM Tier 1 fabrication, assembly, overhaul and maintenance in heavy/light rail passenger railroad and metro railcars.) Seeking challenging senior plant management/senior vice president of manufacturing or operations opportunity. Have proven company and division production objectives at optimum cost consistent with quality requirements. Strong team builder and communicator that ensures business activities are being met as well as supplying customers with superior product by maintaining frequent contacts with sales and marketing, research and development, technical support services, customers and vendors. Make and implement decisions that indicate sound judgment, strong leadership, and integrity. Leadership by example.EDUCATIONMasters of Business Administration, Russell Sage College, Troy, New York. May 1985.Bachelor of Science, Engineering Industrial Technology, Southern Illinois University, Carbondale, Ill. May 1979.PROFESSIONAL WORK HISTORYMay 2020 to Current, CMP ADVANCED MECHANICAL SYSTEMS, INC., Binghamton, New York.(A subsidiary of the CMP Advanced Mechanical Systems of Quebec, Canada.)General Manager. Plan, direct and coordinate all plant operations for a welding/fabrication center building custom products for such customers as Siemens Rail, Alstom Rail, Amazon, Universal International Corporation, BAE, SureScan Corp. Five direct reports. Monthly billables at $2.5 million monthly. Report to Vice President of Operations, Canada.June 2016 to November 2018, CRRC MA, Inc., Springfield, Massachusetts. (A subsidiary of the Chinese Railroad Corporation, Beijing, China the worlds largest railroad OEM passenger railcars manufacturer.)General Manager. An American start-up. Directed activities for a new facility start up including completion of renovations on a 1926 vintage administration building and the construction of a 204,000 sq. ft assembly building. Recruited and hired a senior plant management staff and lower levels in Procurement, Quality, Production, IT, Logistics and Warehousing, EHS and Facilities Maintenance. Managed preparation of new Assembly Building for production, began production activities in April of this year on 1st 4 cars for the MBTA Orange Line. Worked with Local 63 Sheetmetal Workers and Local 7 Electrical Workers to hire and train 3 groups of employees for assembly of passenger rail cars. Manage receiving railcars frames from China and completing them for the Massachusetts Bay Transit Authority (MBTA) Red and Orange Lines. A contract for 404 cars; $780 million-dollar project. Work closely with all functional department to develop and implement procedures for plant operations. Successfully led development team for the implantation of CRRC MA SAP Management System, completed Phase 1 implementation in May and proceeding with development and implementation of Phase 2 activities. Worked closely with EHS personnel in the development of a comprehensive EHS program and associated employee training. Coordinate development of all Quality procedures with a target for ISO and IRIS certifications in 2019. Reported to Vice President of Operations, China.June 2002 to June 2016, CAFUSA,Inc., Elmira Heights, New York. (A subsidiary of Construcciones y Auxiliar de Ferrocarriles, S.A., Beasain, Spain - an international leader in the design, manufacture, maintenance and supply of equipment and components for railroad systems. Complete build of OEM passenger railcars and light rail vehicles.)Vice President of Operations/Director of Manufacturing. Managed the US headquarters for North American market centralization of assembly factories, customer service, contracts, and maintenance for custom-made OEM heavy and light rail passenger & metro railcars, including upgrading and overhaul maintenance of railcars in compliance with FRA. Full P&L responsibility. $13 million annual operating budget. Contracts: Washington DC Metro $355 million, Pittsburgh Transit $160 million, Amtrak $298 million, Houston Metro $153 million. Reported to Corporate Vice President of Manufacturing Operations, Spain.Work History (Continued) Candidate's Name Page TwoFebruary 1998 to June 2002, JOHNSON CONTROLS, INC.s TechnoTrim, Livonia, Michigan/Mexico/Maysville, Kentucky. (A Johnson Controls/Tachi S Joint Venture (Japan). OEM automotive Tier 2 Interior Supplier.)General (Multi) Plants Manager. (November 2000 to June 2002). International Assignment, Mexico. Responsible for strategic planning, consolidation, build and startup of new plants and physical transfer of Mexican business units, 1,000+ employees. Part of a $6 million cost reduction to meet corporate targeted profitability. Reported to Vice President of Operations.General Plant Manager. (February 1998 to November 2000) Maysville, Kentucky. Managed 650+ employees in a world-class automotive seat cover plant for the OE automotive industry. Primary customers included Honda, Toyota, Mitsubishi, Chrysler and Ford. Full P&L responsibility. Seven direct reports including prototype engineering. Primary focus was morale, productivity improvement and cost reduction. A $115 million annual supplier. Reported to the Vice President of Operations.Reduced more than 300 employees over a four month period without affecting bottom-line productivity for an annualized cost savings of $6 million.Saved loss of QS9000 Certification from near decertification to zero non-conformances in nine months.Successfully launched nine new products in six months without adversely affecting shipping schedules, and with no obsolescence of raw materials or finished goods.Implemented a $1.5 million material cost savings through Six Sigma ActivityImplemented restructuring of entire 125,000 square foot plant layout to accommodate Aftermarket Service.Reduced customer PPM from 13,000 in January 1998 to 44 as of October 2000.June 1995 to February 1998, ITT AUTOMOTIVE, INC., Auburn Hills, Michigan/Mississauga, Ontario, Canada/Winchester, Kentucky. (Automotive Tier 2 OEM and Aftermarket. Friction Brakes. Steel stamping/forging plant: plates for disc brakes,rotors and drums.)Plant Manager. Mississauga, Ontario, Canada. Aimco Steel Products. Managed 150 union (Canadian Auto Workers) employee steel stamping/forging plant for the OE and Aftermarket automotive industry. QS9000 Certified. Full P&L responsibility. Eight direct reports including internal engineering. Ninety percent of business was OE. Tier 2 Supplier. Primary focus was morale and productivity improvement. Achieved an eight percent improvement in production within a two-month period. Restructured Materials to fully utilize internal computerized system, implementing inventory and cost reduction activities, preventative maintenance program, and environmental issue control. Largest customer: Bosch. A $22 million annual supplier. Reported to the President of Aftermarket.Director of Operations. Winchester, Kentucky. Managed the restructure of a six-year-old friction brake manufacturing facility to achieve sales growth, increase production, develop and introduce new products while meeting other corporate objectives. Directed the development of a R&D laboratory, prototype engineering and quality department, and performed engineering manager duties. Implemented inventory and cost reduction activities. Other areas of accountability included budgetary and salary planning responsibilities. Directed all plant activities necessary for the production of aftermarket disc brake products. Built current plant production to full capacity of 7,500 sets per day. Full P&L Responsibility. Reported to the President of Aftermarket.October 1993 to June 1995, DYNATRON/BONDO CORPORATION, Atlanta, Georgia, (An RPM Inc. Company now owned by 3M). (Mix batch chemicals and packaging. Automotive Industrial and Aftermarket, Commercial and Residential.)Chemical Manufacturing Manager. Directed the batch mixing production and packaging of coatings, sealants and specialty chemicals for automotive and marine repair products and cleaners used by both the professional and consumer after-markets through four direct reports and 123 salaried and hourly employees. Other areas of responsibility included shipping, receiving, inventory control and maintenance. Production department produced 750+ SKU's consisting of polyester putty products and allied chemical and hardware items. Disciplines included quality, safety, environmental control, cost reduction, productivity development and improvements, and all report functions. A $50 million annual supplier. Reported to Division Manager.Work History (Continued) Candidate's Name Page ThreeNovember 1991 to September 1993, TENNECO AUTOMOTIVE BRAKE, INC., Cartersville, Georgia. (Automotive Aftermarket Supplier of Friction Disc & Block Brakes )Plant Manager. Planned, directed and coordinated all plant operations through eight direct reports. Production output targeted at 120K/day disc, 53K/day rigid, and 27K/day flexible. Responsible for operation budgets and weekly status report including complete personnel responsibilities, cost reduction activities and quality, safety, health and environmental adherence to OSHA, EPA and state rules and regulations. Full P&L responsibility. Reported to Corporate Director of Manufacturing.Initiated re-start procedures to bring operations to full capacity and implemented systems required to cause output growth to become leading quality manufacturer of non-asbestos friction products.November 1987 to November 1991, PRATTVILLE MANUFACTURING, INC., Prattville, AL, (A 1986 start-up EchlinCompany. Automotive Tier 2 Supplier, OEM/Aftermarket Friction Disc & Block Brakes)Manager of Operations. (February 1989 to November 1991). Directed the activities of the Operations Group in manufacturing of heavy duty brake block and disc brakes. Coordinated and directed the activities of manufacturing, materials management, and maintenance personnel to achieve Business Plan objectives that consisted of sales, scrap rates, efficiency, and cost reduction while ensuring inventory turns and customer line fill were on target. Production output targeted at 32K/day block and 12K/day disc. Responsible for salary plans, expense control, developing and implementing ongoing supervisory and safety training, and plant-wide predictive maintenance program while ensuring compliance with EEOC, OSHA, EPA and other state agencies. Reported to the Division Manager.. Special Project: (Started March 1991). In addition to operations responsibilities, project manager for consolidation of $2.5 million of existing assets from friction plant closure in Massachusetts into existing plant and expansion by $2.5 million of new assets to create a more cost-effective block manufacturing organization to support Echlin customers nation-wide.Manager of Manufacturing (November 1987 to February 1989). Using extrusion molding, directed the block manufacturing production activities of ten supervisors and 150 hourly employees. Responsible for the start-up of $15 million annual sales OEM disc brake line while building production from zero to 84 employees throughout a six month period. Responsibilities included training of supervision and production employees, development of production methods and procedures while maintaining customer line fill and product quality. Reported to the Division Manager.November 1979 to November 1987, BENDIX FRICTION MATERIALS DIVISION, Troy, New York. (Automotive Tier2 OEM and Aftermarket supplier and OEM Aircraft; automotive disc and drum truck and passenger brakes, cerametallic aircraft brakes.)Materials Manager (August 1987 to November 1987). Directed the activities of the Troy Plant Materials Group: five production control specialists, two systems engineers, three purchasing agents, and plant shipping/receiving and warehousing staff. Reported to Plant Manager.Manager, Manufacturing Engineering and Quality Assurance (November 1986 to August 1987). Directed the activities of four quality professionals, plant quality inspectors, three project engineers, and three manufacturing engineers. Quality Assurance supported all plant quality programs using SPC, Taguchi methods, and other statistical/mechanical tools. Programs achieved and maintained both a Ford Q1 and GM Spear Award for the Troy plant. Reported to Plant Manager.Manufacturing Engineering responsibilities included development of a five-year strategy for improved manufacturing and cost reduction, support to an aggressive annual cost reduction goal of 5% COS per year, improved processing methods in all product lines--all plant industrial engineering activity.Superintendent, Production Inventory Control, January 1986 to November 1986.Superintendent, Manufacturing, July 1984 to November 1986.Superintendent, Manufacturing Services, November 1983 to July 1984.Manufacturing General Supervisor, August 1981 to November 1983.Production Supervisor, August 1980 to August 1981.Maintenance Engineer, November 1979 to August 1980.Work History (Continued) Candidate's Name Page FourOTHER RELATED EXPERIENCEPlant Engineering Manager, Specialty Insulation Manufacturing Co., Hoosick Falls, NY. April 1979 to October 1979. Using Compression and transfer of plastics, made connector blocks for IBM that were used in computers and printers. IBM was our largest client.Sergeant, 8th Air Force 380 Airwing, United States Air Force. April 1975 to April 1979. Honorable Discharge. Munitions Maintenance: nuclear weapons. Security Clearance: Secret.Board of Directors, Southern Tier Economic Growth, 2002 to 2016, Elmira, New York. A private, not-for-profit organization, STEG fosters prosperity and vitality in Chemung County, New York, through the planning, promotion and implementation of economic development programs.CAREER HIGHLIGHTS:. Proven history of successful plant turn arounds.. Plant builds, start-ups and re-starts (including equipment and line layouts), consolidations, and closures international (Canada, Mexico) & US.. Culture Change Agent. Superior team builder, mentor, and succession trainer. Bolster skills and value human resources at all levels as a company asset. Leads by example.. Full staff/discipline/division responsibilities including prototype engineering as well as research and development.. OEM Union and non-union plant management experience.. Talented long- and short-term planning skills to ensure manufacturing objectives consistent with existing sales, projected sales forecasts, inventory requirements and other involved factors.. Automotive - More than 22 years in all manufacturing phases including line assembly and quality programs.. Aircraft 8 years in all manufacturing phases for cerametallic brakes.. Lean Manufacturing practiced since 1979: i.e.,TPS, 5S, VMI, work area layout.. Utilized MRP since 1980, i.e., OPT, Fourth Shift, BAAN.. Full P&L responsibilities since 1991: 27 years of experience.. Steel stamping/forging automotive, plates for disc brakes, rotors and drums.. OEM automotive interiors/cut and sew seats -- leather and fabric.. Sixteen (16) combined years in heavy duty, light truck and automotive OEM/Aftermarket Friction Disc & Block Brakes: mixing, mold/press, bake, R&D and engineering prototype, kit packaging and bulk.. Chemical batch mixing and packaging: automotive coatings and sealants, industrial and aftermarket.. Six Sigma, QS9000, SPC, Taguchi methods as well as other quality programs. Automotive Customers: Honda, Toyota, Mitsubishi, Chrysler, Ford, General Motors.. Enjoy fast paced, multiple diversified and challenging opportunities.. Heavy and Light railway passenger OEM railcars manufacturing 16 years fabrication, assembly, overhaul and maintenance in compliance with FRA and other federal and state agencies (87-foot car shells, heavy stainless-steel body welding) -- i.e., Washington DC Metro, Pittsburgh Rail Authority, Houston Metro, and Amtrak. As a Tier 1 supplier, direct Tier 2 & 3 supply chain vendors in order to complete build/assemble from blueprint to ready-to-roll. Components include air compressor brake parts, blower motor, cable, electric wiring, flanges, forgings, gears, shafts, fuel supply controller, inverter, printed circuit boards, rectifier, sensor, speed indicator, switch gear, and voltage convertors. Materials include aluminum, chemicals, fabrics, glass, iron, paints, plastics, rubber stainless steel and steel.. US Air Force Veteran Inactive Secret Security Clearance, Munitions Maintenance: nuclear weapons. |
