Work History

Work History

Plant/General Manager

Empire/Commander Plastics

Responsible for plant operations making interior/exterior trim and electrical components.

1986 to 1998 and 1990 to 1992

Jun 2009 - Present

Project Manager

Bosch Battery Systems LLC

Manage special projects within Project Management and Quality Departments

Key Accomplishments:

·Compiled cost, manpower and engineering information for multiple acquisition projects,

·Provided support to new supplier developing first a manual process and second an automated  robotic line to provide a new product for Bosch’s use.

·Developed global processes and procedures for SB Limotive, a  JV between Bosch and Samsung

·Providing training and guidance for the assimilation of the JV into Bosch Gasoline Systems.

·Created new process description method as published in the ASQ magazine article: Best of Both Worlds, Quality Progress Magazine, April 2011; Merging Process Flow Charts and Process Interactions

Jul 2005 - Mar 2009

Operations Manager

Sweepster Attachments

Total operational and financial responsibility for $50mm 125+ employee industry leader in skid steer attachments (sweepers and power rakes) including Safety, Maintenance, fabrication, welding, paint, assembly, Supply Chain Management, Lean, Quality, Manufacturing Engineering and capital programs.

Key Accomplishments:

·Increased EBIT +5% through inventory reduction and improved productivity

·Implemented Lean Enterprise and turnaround techniques which allowed plant to remain in Michigan, grow and become Division Headquarters

  • Increased semi-automated line production by 30% increasing capacity by $300,000
  • Reduced existing plant footprint by 35,000 Sq. Ft. providing room for $22 mm in new business reducing overhead by $2mm
  • Reduced lead time on standard product from three to less than one week
  • Converted from batch/department based layout to Value Stream Management
  • Led team in inventory turns improvement from 4 to 7 and reduced levels by 40% ($3mm) through Consignment Inventory, Vendor Managed Inventory and other reduction techniques.
  • Eliminated requirement for annual inventory shutdown through accurate daily cycle counts
2003 - 2005

Manufacturing/Quality Consultant

Tower Automotive, TRW, Entela

Performed various consulting assignments at companies ranging in size from $10mm to $2 B such as Tower Automotive, Dura Automotive, Entela, TRW and others.Products included both plastic and metal automotive components for domestic and Japanese automakers, and Quality Registration services.

Key Accomplishments:

·Implemented a centralized quality system and supported TS certification efforts

·Updated registrar quality system to TS standards

·Recommended changes to turnaround a company under Chapter 11 guidelines

·Strategic Planning included a facility rearrangement resulting in $1 million savings

·Program Management responsibilities for closing and merging facilities while maintaining production and containing costs

2001 - 2003

Director of Operations

HO Trerice

Directed the operation of the industry leader in temperature and pressure controls including all manufacturing, assembly, Supply Chain Management, buy / resell product and private labeling. 

 Key Accomplishments:

· Led Lean Manufacturing initiative increasing assembly productivity by 60%.

· Eliminated employee turnover and reduced absenteeism by over 70%.

· Reduced total inventory levels by over 35% resulting in savings of $1mm

· Executed Cycle Count program eliminating $200,000 annual loss

· Supply Chain improvements reduced inventory costs by $10%

· Completed a comprehensive re-layout of the facility allowing a 50% reduction in supervision

1994 - 2001

Manufacturing/Quality Consultant

Tower Automotive, Dura Automotive, GEL Inc., GT Automotive

Performed various Manufacturing and Quality related consulting assignments as noted above.

1992 - 1994

Director of Manufacturing

Directed the operation of a multi-plant, $40mm, 400+ employee plastic molding operation making interior, exterior and under-hood components.Directed the manufacturing operations during a 50% growth period adding multiple international customers. Responsibilities included Management of the Engineering, Product Design and Program Management areas as well as the outside Sales Representatives

Key Accomplishments:

·Doubled gross margins to over 27%

·Implemented JIT production and delivery

·Managed the introduction of new products totaling a 25% increase in sales.

·Introduced QOS (KPI) measurement system for operational improvements

·Managed the introduction of multiple major new products from design through production increasing sales by $10mm

1987 - 1990

Manager Manufacturing Engineering


Led the Manufacturing Engineering, Project Management and Cost Estimating functions of a multi-plant supplier of exterior lighting, electrical switches and wire harnesses.

Key Accomplishments:

  • Successful Transfer of European products and technology to Mexican facilities reducing manpower and avoiding capital expenditures of $1 million.
1979 - 1986

Manager, Advanced Manufacturing Engineering

Federal Mogul

Identified and implemented emerging technologies into facilities making bearings, seals and other components.





Lean Enterprise

Increased semi-automated line production by 30% Increased manual assembly line production by 60% Reduced plant footprint by 35,000 Sq. Ft. providing room for $22 mm in new business Reduced lead time on standard product from three to less than one week Converted from batch/department based layout to Value Stream Management Completed a comprehensive re-layout of the facility allowing a 50% reduction in foremen. Reduced downtime and cost savings from improved maintenance procedures was estimated at $25,000 annually. Improved production changeover procedures generated an additional 45 minutes of daily production valued at nearly $280,000 annually.  

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