Description
Summary of Experience Profit-oriented Plant Manager and Program Director experienced in start-ups, budget management, fiscal planning, strategic planning, staff development, and systems management in both automotive and consumer product industries including metal forming and injection molding in union and non-union environments. New Product Launch Total Quality Management Class A Painted Parts Welding & Robotic Cells Continuous Process Improvement Plant Startups Global Supply Chain One-Piece Flow Manufacturing Team Building Lean Manufacturing Automating Manufacturing Processes Customer-Driven Focus 2015 to The Reserve Group: Akron, Ohio Present A private equity firm that focuses on managing and growing companies. Owners of Spartanburg Steel and Romeo RIM Inc. Vice President of Sales and Engineering: Promoted to provide leadership in strategic planning, goal setting, and accountability in Sales on new markets, understanding our competition, and providing superior customer satisfaction. Restructuring the Engineering dept to give focus on production problems, processes and procedures, and introduce innovations. Manufacturing and Program Manager: Hired to turn around a distressed manufacturing operation on a recent acquisition by The Reserve Group (AMG Industries in Mt.Vernon, Ohio). Designed and implemented a recovery plan that was reviewed twice a daily with the customer until normal releases were met. 2008 to 2015 Spartanburg Steel Products Spartanburg, South Carolina A $150,000,000 TS16949/ISO Certified Tier 1 supplier of metal stampings and welded sub-assemblies. Privately-owned by The Reserve Group. Program Manager: 2014 - 2015 Selected to direct company's largest new product program with responsibility for planning, implementing, and launching a $12,500,000 Honda Snow Thrower program and managing more than 40,000 sq. feet of assembly and welding operations. * Led and collaborated with all departments to develop a cross-functional team with each facet of business responsibilities: Safety, Quality, Manufacturing, Logistics, Purchasing, Finance, and Executive staff. * Designed and built over 60 dies requiring international partners in Korea. Designed and built 40 weld fixtures purchased 5 robotic MIG cell identified, audited, and awarded business to a paint source capable of the volume and designed and built a post-paint Class A assembly line. Project scope included new areas of capability for SSP and resulted in first to launch a project of this magnitude, and first to assemble post-painted parts for a value-add product for any customer. Net Result: Completed project on time and on budget exceeding customer expectations, utilizing the APQP process. Program Manager: (2013 - 2014) Responsible for planning, implementing, and launching several small product launches, engineering changes, and design changes with all major OEM's, including BMW, all divisions of John Deere, Mercedes Benz, Mack Truck, and Honda. * Launched products on time, and within budget. Net Result: Received positive feedback from customers. Continuous Improvement Manager: 2011 - 2012 Responsible for leading continuous improvement throughout organization leading major projects and meeting corporate objectives. Promoted to Program Manager. * Created and administered capital budgets. Net Results: Achieved $1,300,000 in cost savings in 2011, and $700,000 in 2012. Justified and gained approval for 3 times the normal capital budget for 2012. Received an Outstanding Achievement Award from the Reserve Group (Owners) for work on scrap reduction. Resume of Mark Michaud Assembly Manager: 2008 - 2011 Responsible for improving safety and quality of parts to the customer, delivering parts on time, every time to customer (JIT system), developing and performing to budgets, leading supervisors with over 200 assembly workers. Promoted to Continuous Improvement Manager. * Controlled average annual budget of $19,300,000, with a 4% stretch improvement goal. Net Result: Achieved average improvement of 2.9% or $550,000. * Implemented one-piece flow where possible. Moved equipment around for better operator utilization. Some operators were able to run more than 1 machine. Net Result: Improved equipment yield by reducing downtime, saving $188,500. * Developed and implemented systems that improved past quality spills by filling gaps in processes, improving method of training, and creating boundary samples for subjective calls (go-no go). Net Result: Saved $356,700 and achieved single digit PPMs for major customers - a major accomplishment in the Automotive Industry, * Led a John Deere improvement initiative in assembly which contributed to the award of Partner Status by John Deere (highest performance achievement). Achieved by standard work procedures, developing and training go/no go ranges, replacing obsolete welders, utilizing a bulk tank for welding gas, and significantly improving the consistency in the process. 2001 to 2008 Romeo Rim Gaffney, South Carolina A producer of injection molded components for the automotive industry. Privately-owned by The Reserve Group. Plant Manager: Responsible for the turn-around of an 80-employee satellite facility losing $2,000,000 annually, and improving customer image. Scope included Safety, Quality, Delivery, and all P&L, Operations, Engineering, and Human Resources. * Turned a facility losing $2,000,000 annually to $500,000 profit by: * Turning around John Deere's and Volvo Truck's perception of plant to one known for best quality and service out of all plants. * Implementing internal systems to support cost, quality, and delivery objectives. * Implementing standard work flow through the molding, painting process. * Orchestrating team interactions within the one-piece flow cells. * Implementing lean techniques (5S, build to demand, one piece flow, poke yokes, etc.) maximizing sales per square foot. * Achieving QS-9000 certification in January 2003. * Reducing customer returns by a factor of 100 and achieving 99% on-time delivery rate. * Launched a new innovative product, Finish Stone, based on performance achievements. * Doubled capacity and workforce, 40 to 80 employees, while maintaining the highest level of quality and on-time deliveries of all plants. * Implemented and produced "Long Fiber Injection" technology more profitable than corporate plant. * Involved with due diligence, and consolidation of an acquisition, closing down a plant and transferring business. Part of team to determine acquisition of competitor, and subsequently, transferred the business to the Gaffney facility. * Supported sales staff with "New Business" objectives and winning proposals by presenting the manufacturing and quality capabilities of the Gaffney facility. * Established a Trusted Advisor reputation and participated in due diligence with owners on potential acquisitions. Asked to access the process, equipment, and maintenance of a potential acquisition of an Injection Molding company. Reported findings to the acquisition team. Resume of Mark Michaud * Asked to support and troubleshoot manufacturing problems with Spa sides for the Romeo Michigan facility. Spent several months at corporate working on new product issues while maintaining the satellite plant on its objectives and goals. The satellite plant did not miss a beat during absence.
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