Managing New Product Introductions: Designed, developed and launched into production 2 manufacturing plants a new and innovative ? inch 1-wire braid hydraulic hose with a 50% higher burst strength. This allowed many customers to convert from 2-wire braid and use less hose due to the ? minimum bend radius resulting in a doubling of savings. Consequently, received the 'Presidents Merit of Achievement Award' which is the highest honor a design engineer can receive at Gates Rubber Company. The hose is still in production today and is called Megaflex. Implementing New Manufacturing Processes: Served as a team leader of a multinational cross-functional team to design, develop and launch new LEAN manufacturing processes for a global hydraulic coupling system, which enabled Gates Rubber Company to quote large OEM's like John Deere, Caterpillar Inc., JCB, and JICase 1-hose assembly worldwide. This allowed Gates to move away from the labor intensive screw machine processes and achieved a 22% savings in material. * Relocating Production Facilities: Reduced Gates Rubber Company factory-base of the automotive hose division from 3 divisions to 2 divisions. All production in the North Carolina (consisting of $55 million in sales and more than 200 employees) factory was moved to the 2 Missouri factories. Subsequently, this move delivered salary and benefit savings of $1.1 million. Additionally, the move provided extra overhead absorption for the 2 remaining factories, property tax avoidance in the North Carolina factory, and tax credits from the state of Missouri. The final benefit was achieved by giving the North Carolina factory to our sister division producing automotive belts, a fully functional manufacturing factory. * Instituting Cost Reduction Techniques: Entrusted by CLWW senior management with leading a team to locate and lease office space while simultaneously hiring a workforce required to maintain $100 million of direct import business. Another option was to source to a 3rd party which normally charges 5% to 6% of freight on-board sales price with $5 million to $6 million in expenses. Instead able to hire all personnel required, ship on-time and continue to grow business. CLWW largest budget spend over 14+ years was under $2 million for the entire SRO. Upon my departure from CLWW our China SRO budget was $1.36 million which still achieved a $1.14 million savings against outsourcing to a 3rd party. What Other's Say "Jim did a very good job of transitioning from an old supplier to a new supplier during the Q3 timeframe without interruption to Q4 production. There were many challenges to this task, and Jim and his team performed seamlessly." . .Gene Moriarty, President & CEO at Brown Jordan International, Inc "Jim has been instrumental in helping us forge our path forward. He has embraced change and has been a champion within our organization. Jim has incredible knowledge of the industry, and has solid relationships with all business entities." . .Chad Colony, President at CLWW Key areas of COMPETENCIES Conducting In-Depth Operational Analysis Strategic Planning & Execution Improving Customer Fill Rates Multiple Project Management Conflict/Dispute Resolution Ensuring DOT, FAA & OSHA Regulatory Compliance Union/Non Union Environments James Hall Telephone: 502.974.3174 Email: "halljim230@gmail.com" halljim230@gmail.com
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