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The sample below is for a Automotive Manufacturing Operations Executive CV Resume Sample. This resume CV was written by a ResumeMyCareer professional CV resume writer, and demonstrates how a CV resume for an Executive Management CV Resume Sample should properly be created. Our Certified Professional CV Resume Writers can assist you in creating a professional document for the job or industry of your choice.

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Automotive Manufacturing Operations Executive

Record of tenacious problem solving, cost cutting and turnaround initiatives.
General Management Executive demonstrating proven track record of improving efficiencies in global automotive manufacturing with expertise in industry concepts, turnaround expert, cost containment strategies, and mentoring/developing personnel.
→ Successful turnaround of $120M in sales plant located in Crawfordsville, Indiana, brought plant operating income from 5% to an average of 13% during recessionary times, resulting in $10M cost reductions first year, $8.7M second year.
→ Strategically reduced Raw Material Inventory from 6 Months to 5 days (Supplier Controlled) with Cost Reduction $3.7M first year.
Visionary leader and highly knowledgeable decision-maker with extensive knowledge in all facets of automotive manufacturing process and procedure, including procurement, scheduling, and production control, inventory management, and materials flow. Strategically direct all safety standards, quality control, maintenance and continual improvement activities. Demonstrate record of significantly increasing productivity, efficiency, and profit margins through technology and process/cost improvements.

Professional Experience
General Manager – Matcor Manufacturing, NC 2010 – Present
 Provide key Supply Chain Management and Manufacturing Development initiatives for industry giants: Caterpillar, John Deere, Toyota, Komatsu, Honda, and Hitachi, and boasting $75M in sales.
 Strategically reduced Supplier Base from 113 to 47 in six months, consolidated Common Materials, Part Numbers, and Processes, and began using suppliers within 200-mile radius, resulting in supplier on time delivery from 40% to 99% J.I.T.
 Implemented stringent systems using MRP Process and Receiving/ Shipping Windows, and Consignment System for Suppliers.
 Hired state of the art engineers to implement leading edge technology for processes and equipment and design superior Engineering Department for Operational Excellence.
 Facilitated supplier Quality Improvement by 65 % using Partnership Concept and Total Supplier Development procedures.
 Reduced PPM-10,000 to 248ppm in six months, and Materials Savings of $2.3M within first nine months, by SCM.
 Spearheaded company-wide rigorous C.I. Program-using floor easels, and standardized work procedures with videos/pictures.
 Delivered Customer Delivery/Satisfaction from 45% to 98%.-J.I.T.
General Manager (P&L) – Dana Corporation, KY 2006 – 2010
 Provided full management and P&L directorship in production of automotive gears and pinions for customers, General Motors, Ford, and Chrysler with sales of $125M.

→ July 2009 EBITDAR forecasted at $577K; actual was $607k
→ Reduced inventory from $15M to $7M
→ Scrap .7% of sales from 2.8% within first 6 months-TQM/SQD
→ PPM from 3,500 to 148 within first 6 months
→ Workforce reduction by 50% based on $5.7M sales P/M
→ Plant efficiency average of 79%
→ Conversion cost of $133 in July 2009; lowest ever, from $203
→ Very flexible union by management style with safety rating above national average.
→ Customer delivery performance 99.5%
Global General Manager (P & L) – Dana Corporation, KY 2006 – 2008
 Provided Global Management for multi-plant operations in Canada, India, and Mexico producing trailer axels for the OE and after market distributors with sales of $175M.

→ Strategically re-sized workforce by 40% within first 6 months
→ Brought plant to profitability within 3 financial quarters
→ Material Cost Reduction -18% Supplier Chain Management
→ O.E.E. from 40% to 80% using Cutting Edge Technology
→ E.B.I.T.D.A from 8% (Plan) to 13%
→ First time quality 98% -TQM/Supplier Development
→ Implemented LEAN Manufacturing and TPM. Uptime 40% to 90%
General Manager (P&L) – Metaldyne, MI 2003 – 2005
 Provided leadership for multiple plants processing C.N.C. machining, Broaching, Assembly for dampers, isolator pulleys, balance shafts, and crank shafts for industry leaders Honda, Nissan, Isuzu, General Motors, Ford, and Chrysler with sales of $77M.

→ Cultural change to Lean Manufacturing using Cutting Edge Technology / TS Certified
→ Brought plant to profitability within first two financial quarters.
→ Implemented LEAN manufacturing, Six Sigma and TPM techniques.
→ Within three months, brought operations E.B.I.T.D.A. within forecasts (to 12%).
→ March 05- actual E.B.I.T.D.A. 23% versus 14.8% budget, June 05- actual E.B.I.T.D.A. 18.4% versus 17.3% budget
→ April 05- negotiated successfully, for the first time, a no cost 3-year union contract ratified on first vote.
→ April 05- won $70M U.S.D. contract from Cummins engines.
→ July 05- beat profit plan by 1.5%
→ Overall manufacturing achievements were attained by implementing rigorous Preventative Maintenance programs, stabilizing Unions and management relations, cost containment, 8% labor reduction first year, Inventory Management, tooling, crib control, scrap reduction, reducing overtime and achieving 100% customer delivery.
General Manager/COO – Raytech Automotive, MI 1999 – 2003
 Provided innovative and strategic management leadership for multiple plants in the U.S. and Europe, manufacturing gear shaping for customers Mercedes Benz, General Motors, Ford, Chrysler, New Venture Gear, Caterpillar, John Deer, and Case in U.S.A. and Europe with global sales of $160M.
→ In Sept. 2001, sent to Liverpool, England for total of 13 months to bring plant to break-even or profitability.
→ Plant turnaround in first 6 months (ACC Automotive) using Lean manufacturing and rigorous Continuous Improvement programs that was Customer driven.
→ Stabilized union and management relations (negotiated contracts)
→ Reduced workforce by 42% within first year with LEAN techniques
→ Implemented aggressive preventative maintenance program
→ Brought plant down to 40 hr. work week
→ Manufacturing up time by 70%
→ Workers’ Compensation cases reduced by 60% in first 2 years using ergonomic studies and strict enforcement of medical clinic monitoring.
→ Reduced environmental health and safety issues by 90%
→ $8M swing in the first year ($4Mto bottom line)
→ Implemented bi-monthly “State of the Business” meetings for all employees using business indicators, and implemented Supplier Chain Management/Supplier Development.

Early Career:
Plant General Manager (P&L) – A.G. Simpson, MI – 1995 to 1999
Plant Manager – A-Z Automotive, MI – 1992 to 1995
General Manager – GRM Industries, Inc. MI – 1990 to 1992
Corporate Director (3 Promotions) – Magna International (COSMA) – 1984 to 1990

Education / Certifications
B.S., Industrial Engineering- University of Arizona
Certified Quality Technologist
Certified in Toyota Production system (LEAN)
Graduate courses in MBA program

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