Results-oriented manufacturing manager with 20 years of outstanding P & L performance experience in the Aerospace & Automotive industries. Proven ability to facilitate new plant start-ups and new manufacturing processes, build self-directed accountable work teams, and implement cellular manufacturing to improve efficiencies and reduce cost. Recognized for leadership role in spearheading ISO/QS9000 certification.

EXPERIENCE

VEP Executive Consultants, Cumberland RI       Present

Manufacturing Business Consultant
Independent consultant under contract with the American Stock Exchange to reengineer its technology business processes. Develop standards and procedures for project life cycle affecting new technology requests from marketing and operations. Assess and make recommendations for organizational issues in team building, conflict resolution management, and project management techniques appropriate for current environment.

Achievements

Eliminated $2.5 million in needless projects due to underutilized testing capacity. Procedures successfully integrated into the American Stock Exchange local area network improved accessibility and ease of maintenance.

ATD Corporation, Vienna, OH       2/97 to 8/97

Director of Manufacturing, Engineering and Quality
ATD is a Tier 1 supplier to Chrysler, Ford and General Motors with yearly sales of $50 million. Responsible for management of 600 union employees within 2 plants and 700,000 sq. ft. of manufacturing area, and manufacturing of reusable metal containers for the transportation of class "A" stamped sheetmetal parts. Also oversaw engineering design and processing, metal prep, welding, material forming, painting, and assembly.

Achievements

• Initiated and implemented a strategic plan to improve manufacturing performance.
• Improved direct labor performance by 22% through increased levels of employee involvement.
• Reduced indirect labor expenses by 28% through establishing accountability for expenditures.
• Implemented a Quality Operating System to facilitate both production plants achieving QS 9000 certification.
• Streamlined the engineering process between design and processing which resulted in time and cost savings.

Ford Motor Company, Detroit, MI       1993-1997

Area Manager
Second largest automotive manufacturer with sales of $140 billion. Responsible for overall management, production, and support activities for the pressroom and sub-assembly area at Ford's largest stamping plant with an annualized budget of $600 million, 950 union employees and 1,500,000 sq. ft. of manufacturing area. The pressroom included 13 blankers, 6 transfer presses, and 22 tandem press lines with a capacity of 2,500 tons, along with robotic automation and state-of-the-art coil feed. Oversaw assembly area involved in 32 different processes that assembled various parts for trucks and cars. Approved capital expenditures for upgrades and repairs to presses and automation. Oversaw die repair and maintenance to improve quality and reduce changeover cycle time. Successfully managed new vehicle launches.

Achievements

• Generated action plans that achieved $6,000,000 year-to-year budget savings.
• Achieved 28% improvement in overall equipment effectiveness by implementing work teams and the Ford Total Productive Maintenance process.
• Reduced overhead expenditures by $10,000 per week by establishing accountability for material consumption.
• Improved product quality and saved $8,000 per week in reduced scrap cost by improving the reliability of the tooling.
• Implemented a Shop Floor Control Process to increase yields and improved direct labor cost performance by 20%.

General Dynamics/Electric Boat Division, North Kingstown, RI       1979-1993

Director/Manager of Operations
Leading manufacturer of nuclear powered submarines with a 23,000 employee division and sales of $6 billion. Responsible for all direct and indirect budget performance, schedule adherence and quality, and management of 2,300 non-union employees and 2,300,000 sq. ft. of manufacturing area. Final manufactured weight of each ship's section was 1,400 tons. Assigned by division President to assume responsibility for turnaround of General Dynamics' largest commercial diversification project. This successful project involved the fabrication and assembly of 8 steel tanks that each weighed 950 tons.

Achievements

• Contributed $13,500,000 profit to corporation in 1992. Effectively managed 5 manufacturing facilities and production equipment valued at $500 million.
• Achieved strategic plan objectives by focusing on cost, schedule, quality, safety, customer satisfaction and employee involvement. Managed overhead budget expenses of $4,000,000 per year and achieved an average budget performance saving of $400,000.
• Controlled 3,500,000 work hours per year of direct labor and achieved expected budget performance. Managed a $15,000,000 paint facility and painted 85,000 tons of ship structure per year. Saved $4,300,000 (12% of contract cost) for General Dynamics' first commercial diversification project while eliminating a 6-week schedule delinquency with a penalty of $22,000 per day.

EDUCATION

MBA, Unversity of Rhode Island 1992
BS Industral Technology (Honors), Rhode Island College 1989