Expert in Lean Manufacturing Engineering and Production Systems Implementation
He personally led teams in large industrial manufacturing facilities to successfully identify production constraints and improve throughput.A short term engagement was as arbitrator for a work standards dispute at a hand tool manufacturer that used a piece work incentive system.He has designed and implemented turnkey solutions in conveyance and distribution for industrial plants, wholesale distributors, retail distribution centers and health care customers.He provided Expert Opinion on Manufacturing Capacity issues in a federal litigation.He participated as a senior consultant on a study team to a European OEM Manufacturer for cost reduction opportunities in the supply chain.
Expert may consult nationally and internationally, and is also local to the following cities: Detroit, Michigan - Warren, Michigan - Flint, Michigan - Sterling Heights, Michigan - Lansing, Michigan - Ann Arbor, Michigan - Livonia, Michigan - Dearborn, Michigan - Cleveland, Ohio - Toledo, Ohio
|Year: 1977||Degree: MS||Subject: Industrial Engineering||Institution: University of Toledo|
|Year: 1971||Degree: BME||Subject: Mechanical Engineering||Institution: Kettering University (General Motors Institute)|
|Years: 2009 to Present||Employer: Undisclosed||Title: President||Department:||Responsibilities: He is the principal for a Manufacturing Engineering consultancy.|
|Years: 1999 to 2009||Employer: General Motors||Title: Global Manufacturing Chief Engineer||Department: Manufacturing Program Management / Performance Vehicles||Responsibilities: He was responsible for program manufacturing and manufacturing engineering on the Performance Vehicle Line Team. He led production launch activities for XLR, XLR / V, Corvette, Z06, Solstice / Sky Turbo, Opel GT, Daewoo G2X, ZR1 and Grand Sport.
|Years: 1997 to 1999||Employer: General Motors||Title: Engineering Group Manager||Department: Quality, Reliability and Competitive Operations Implementation||Responsibilities: He managed the corporate Throughput Improvement Process and personally led teams at Lordstown and Linden assembly plants to successfully increase production.
He completed Goldratt Institute Jonah program and is able to apply the Theory of Constraints to reduce costs and enhance profitability.
|Years: 1985 to 1997||Employer: General Motors||Title: Engineering Group Manager||Department: Advanced Engineering Staff||Responsibilities: Led the team of Supplier Cost Engineers providing support to Purchasing in cost reduction / avoidance activities at Tier 1 suppliers.
* Managed the NAO Productivity Lab assisting plants to implement lean manufacturing solutions and create continuous improvement shop processes.
* Co-founded the GM Synchronous Knowledge Center created and delivered lean manufacturing / office training to over 3000 GM participants, which improved productivity.
* Original member of the GM Production System team that created the GM Global Manufacturing System with a focus on material flow to reduce inventory and costs.
|Years: 1982 to 1985||Employer: AP Parts||Title: Industrial Engineering Manager||Department: Toledo Manufacturing Division||Responsibilities: He was responsible for labor standards, Just-In-Time ( JIT ) implementation, layout and OEM quoting.|
|Years: 1980 to 1982||Employer: Engineered Distribution Systems||Title: Vice President / Owner||Department:||Responsibilities: He provided turnkey solutions in conveyance and distribution for industrial plants, wholesale distributors, retail distribution centers and health care customers.
|Years: 1975 to 1980||Employer: Tenneco Automotive||Title: Facilities Engineering Manager / Staff Production Engineer||Department: Production Engineering||Responsibilities: As Facilities Engineering Manager / International Capital Projects he was responsible for facilities projects and maintenance for four plants and corporate headquarters.
As Staff Production Engineer he performed production engineering for cold forming, tubing, powder metal and plating at all plants.
|Years: 1966 to 1975||Employer: Chevrolet Motor Division||Title: Industrial Engineering / Production Supervision||Department:||Responsibilities: As Industrial Engineer completed methods, standards, layout and conveyance in various manufacturing departments.|
|Years: 1971 to 1977||Agency: US Army NG||Role: Warrant Officer 2||Description: Communications / Electronics Officer and
Mechanical Maintenance Officer
|Years||Country / Region||Summary|
|Years: to Present||Country / Region: Japan||Summary: He led three benchmarking visits to Japanese manufacturers (automotive and non-automotive) to learn and transfer knowledge on lean manufacturing principles.|
|Years: 2012 to 2012||Country / Region: Europe||Summary: He participated as a team member on a study at a OEM manufacture and Tier 1 suppliers to identify cost reduction opportunities in the supply chain.|
|Associations / Societies|
|Society of Manufacturing Engineers;
Institute of Industrial Engineers
|Licenses / Certifications|
|Registered Professional Engineer;
Goldratt Institute Jonah
|Awards / Recognition|
|Alpha Pi Mu Industrial Engineering Honor Society|
|Publications and Patents Summary|
|One patent - automatic transmission|
|Expert Witness Experience|
|Provided Expert Opinion / Deposition on manufacturing capacity issue for a federal litigation. Testified in U.S. District Court as Expert Witness.|
|Training / Seminars|
|Co-founded the GM Synchronous Knowledge Center and created and delivered lean manufacturing / office training to over 3000 GM participants.|
|Participated as a senior consultant on a European study at an OEM manufacturer to reduce costs in the supply chain.|
Responsible for program manufacturing and manufacturing engineering on the Performance Vehicle Line Team. Led production launch activities for XLR, XLR / V, Corvette, Z06, Solstice / Sky Turbo, Opel GT, Daewoo G2X, ZR1 and Grand Sport.
* Launched 100% of programs below the manufacturing investment and operating expense budgets by leading a disciplined launch process.
* Implemented an ultra low volume vehicle assembly system ( XLR ) that achieved the world benchmark in hours per vehicle.
* Led the team to reduce dimensional variation by 50% in key areas of the Kappa architecture enabling the successful coupe launch on a convertible structure.
* Set the foundation for the Corvette to achieve segment leading build quality through rigorous manufacturing issue resolution in pre-production events.
|Other Relevant Experience|
|Led the team of Supplier Cost Engineers providing support to Purchasing in cost reduction / avoidance activities at Tier 1 suppliers.
Converted component manufacturing plant from piece work to measured day work, negotiated during a nine month strike, which reduced labor costs.