Scott Jones

Scott Jones


· 25 years of operations and engineering experience at Eclipse Aviation, Ford Motor Company, Visteon Corporation including 16 years leadership experience. · Results driven, hands-on leader able to blend analytical skills with operations savvy. · Focuses on internal and external customers as a source of operational improvements. Extensive experience with benchmarking of process and products to build world-class levels of performance. · Union and non-union experience. Master and tier-2 contract experience. · Process and system driven. Structured problem solver who resolves issues and creates opportunity at the system level. · Outstanding communication and presentation skills across all levels of the organization. · Multi and single location P&L responsibility ranging from 10M to 100M. · Diverse operations experience including assembly, injection molding, assembly, functional testing, brazing, heat treat and precision machining. · Continuous improvement, Cost reduction and Lean manufacturing background. Able to teach and implement 5S, Visual factory, structured problem solving, work-group based manufacturing. Experienced in driving results through 6-sigma projects. Extensive experience using and driving improvement through PFMEAs and DFMEAs. · M.S. Engineering Management, B.S. Mechanical Engineering

Work History

Work History
Jul 2008 - Feb 2009

Plant Manager - Director of Manufacturing

Operational leader for aircraft final assembly operations including wing build and mate, engine dress/installation and all functional testing operations.  Led 24 x 7 operations and implementation of high volume aircraft manufacturing including over 250 technicians, 4 shift managers and 24 first line supervisors.  Identified and delivered immediate reduction of scrap and rework totaling over $750,000 of annualized cost.

Jan 2003 - Mar 2008

Value Engineering Manager

Continuous improvement leader in value management and product benchmarking strategy for 3 North American product groups to maximize material cost reduction and achieve product performance/quality goals. Partner with development and supply chain management to establish vendor qualification standards and revenue targets. Lead management team through the full product development lifecycle, from definition and planning through value engineering and production to market release.

  • Delivered a $17 million savings in manufacturing costs across the company.
  • Spearheaded methods, processes, and tools that reduced implementation timing by 2 months.
Jun 2000 - Dec 2002

Area Manager


Provided operational oversight for $150 million machining and assembly operation within a large automotive parts plant with total sales of $1 billion. Scope of responsibility including engineering, maintenance and production of driveline components.  Selected, trained, and managed the performance of 175 employees through 4 direct reports.

  • Repositioned plant infrastructure and staff from metal fabricating operation to precision machining and assembly operation within a new 150,000 sq. ft. facility.
  • Launched 3 new product lines within lean machining areas with 30% less workforce than sister plant. Developed and managed support structure at remote location to drive ongoing improvements in quality and customer satisfaction.
  • Implemented and refined a UAW competitive operating labor agreement (COA) within a master contract plant.
1996 - 2000

Manufacturing Manager

Toledo Molding and Die

Planned, directed, and coordinated manufacturing operations for 5 production plants through management team and 500 hourly personnel. Drove manufacturing strategy and quality initiatives to maintain plant alignment with strategic cost reduction and revenue growth targets. Established capital budgets, set priorities for production schedules, created manpower requirements, and minimized inventory requirements. 

  • Improved company profit margins by more than $2 million in less than 1-year by optimizing manufacturing efficiency.
  • Exceeded financial targets through restructuring efforts and improvements in manufacturing efficiency during cyclical revenue periods.
  • Achieved and sustained 6-fold improvements in quality, resulting in single digit ppms generation.
1983 - 1996

Production, Engineering, Program Management

Ford Motor Company


    Manufacturer and supplier of automotive climate control systems.

Program Manager, 1994 to 1996

  • Led 1997 Mustang Cooling program changes to 56 vehicle parts in 5 months through a cross divisional, cross functional team of 30 core members and 75 extended staff. Delivered project on time and under budget. Mitigated vehicle production risks with parallel program. Received Ford Customer Driven Quality Award.

Area Production Superintendent, Sheldon Road Plant, 1992 to 1994

  • Managed new product launch team, chaired team meetings, resolved launch production issues, and achieved program objectives.
  • Restored production lines to targeted production volumes and efficiency goals for a 350+ employee production area.

Product Design Engineer, Climate Control Product Engineering Office, 1991 to 1992

  • Developed and completed vehicle durability testing on all new aluminum oil coolers for Ford car and truck applications.

Manufacturing Process Engineer, Sheldon Road Plant / Process Engineer, Connersville Plant, 1984 to 1991

  • Spearheaded and implemented plant layout, processes, machinery/equipment specifications, and programs for the manufacture of aluminum radiators, all-aluminum heater cores, and serpentine condensers.

Production Supervisor, Connersville Plant, 1983 to 1984

  • Supervised 35 production employees in the stamping, fabrication, and assembly of aluminum condensers. Increased operator to supervisor ratio from 15:1 to 35:1 by planning effective manpower strategies to cover larger production area and increasing overall responsibilities.


1993 - 1996


1979 - 1983


Michigan Technological University