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Expert has had several maintenance management assignments throughout his career. First, Expert is a journeyman tool and die/mold maker. He was promoted within General Motors early in his career to manage large tool rooms within GM (Fisher Body Coldwater Road, Flint). Later, he was selected and promoted to improve and manage maintenance departments at various General Motors facilities, including Mexico (Chevrolet Adrian Plastics Plant and Matamoros Inland Guide Plant Mexico). He was very successful in implementing systems, maintenance organizations, and training at these locations.

Throughout Expert's career he has been respected as someone who will make a decision based on data and input from all levels, then take full responsibility for all outcome. This has been especially true since his retirement from General Motors in 1997. Evidence of this is Expert was hand picked by CEO's and V/P's from several different Corporations during his career to "turn around" poor performing plants within each Corporation. These plants were in several different states, union and non-union; plus different locations within Mexico, also some union and non-union. To accomplish this, one must have excellent communication skills at all levels, leadership ability, knowledge of the total manufacturing and management process, and a proven system to implement. Expert was very successful in improving the overall P&L at the facilities he was assigned.

Expert has successfully held multiple manufacturing positions throughout his career. These positions are from the very basic to Director of Operations of several plants. Starting as an apprentice tradesman on the shop floor, then to manufacturing engineering, maintenance management, senior tooling engineering and management, advanced engineering (including three patents), plant management and operations management for manufacturing. This has been accomplished both within General Motors and during his career after General Motors. Expert has received various awards for outstanding performance during his career within manufacturing.

As a result of Expert performance managing poor performing plants, he was promoted to operation management with additional responsibility to assist other sister plants. He reported to an area VP and was required to implement a standard operation system to improve overall performance. This system has become the standard for operations at several locations and other Corporations where Expert has been employed. It is a proven "Ten Commandments", when fully implemented, will improve the overall P&L. This was coupled with a complete management operations reportout financial system. In addition, Expert would evaluate, access, and make the required changes of all staff reporting to him; thus creating a team to implement all systems quickly and efficiently.

During Expert's career, he was selected to participate as at team member, when employed at General Motors, to evaluate the "best in class" global manufacturing companies. This resulted in the "Ten Commandments" discussed under operation management. The AT Kearney consultant group of Chicago lead this activity. The team traveled throughout North America, Asia, and Europe to develop these metrics and measurables. These metrics were reported out to top management as the basis for improving manufacturing within General Motors. One of the areas of interest was "organization structure" of "best in class". This study is the foundation f, coupled with his work experience, to redesign organizations he was responsible for. Expert's first task was to always evaluate and access all personnel, especially staff, to create the best possible team for success. His ability to accomplish this was especially evident during his assignment to the Mexico City Sarna facility. Within (8) months, the P&L went from negative to positive. Organization redesign was critical to achieve this this.

This is probably one of Expert's strongest areas of expertise. In 1999, he was assigned to a large tier one supplier plant that was plagued with Quality, delivery, and overall performance issues. His assignment was to identify all "hard and soft issues", then develop a recovery plan. It quickly became evident that the primary issues were the plant manager and some selected staff. Expert was empowered to make all required changes and was assigned as the plant manager. The metrics and measurables discussed in organization redesign were implemented. Within (6) months the plant had been removed from Fords Q1 Quality concern list and had exited from GM's top focus program. The P&L had improved to Corporate budget requirements. As a result of this activity, Expert was promoted to top "turn around plant manager" for the Corporation.

As reviewed in the plant management manufacturing management sections, Expert was assigned as a specialist to visit several different plants and review plant operation process and procedures with local plant management. He was empowered to implement standard operating metrics and measurables developed during his employment at General Motors and the AT Kearney project, as modified for the current Corporation he was employed with. These metrics and measurables were the standards to developing the overall Corporate Budget and Strategy. All plants were to have the same Vision, Strategy, Objectives, and Goals that supported Corporate budget and each plant product line. Expert was promoted as result of this activity.

As discussed in maintenance management, manufacturing, and plant management; Expert has experience and "hands on" training starting with tooling, engineering, floor activities, production, materials, and process. He has completed with honors the "share the knowledge" program as presented by General Electric for plastics. This program was developed to "train the trainers" with the intent to teach the complete plastic conversion process to all users of plastic resin. Expert was also responsible to implement a complete Quality System in the new startup General Motors facilities in Reynosa Mexico, complete with process and auditing standards. He was given special accommodations for this activity. These standards were later adapted by Corporations that Expert was employed by since retiring from General Motors.

Vendor control or supplier development is crucial to the success of any operation. During Expert's career in General Motors, he was assigned to Central Purchasing as an internal consultant to evaluate and review suppliers. This was closely monitored by the Supplier Control procedure within General Motors. Expert traveled to various states and into Mexico to evaluate and assist suppliers; given any Quality or delivery issues. He was also charged with finding new and improved suppliers with any special process or product that would enhance General Motors product lines or designs. As the plant manager and later Director of Operations for several plants, Expert was responsible to develop and monitor his supplier chain. This was facilitated by following the General Motors supplier development procedure and implementing procedures and metrics as discussed in standard operating procedures section.

The workforce management system that Expert has partially referred too under standard operating systems section is as follows. First, all meetings must correlate and support each other; which in turn will create the workforce management system. They should start with shift transfer meetings conducted by the shift supervisor or leader and Quality Control. This information should be compiled and used during daily Staff and production meetings to quickly identify any open issues. The daily Staff/production meetings should support a Weekly Quality Operating System (QOS); which in turn will support the monthly Corporate report out. The metrics should be as follows: 1. Financials as related to total sales, material, delivery, and labor. 2. Sales forecast. 3. Asset management. Human resource issues. 4. Customer satisfaction. 5. Plant performance metrics.

He has just completed a consulting assignment in Saltillo Mexico. The assignment consisted of evaluating the staff reporting to the CEO and to assist Employerto identify and implement plants within Mexico for the Ecoclean division of Durr. He assisted Walker Medical with changing a steel product to plastic. Expert also evaluated the skills of the Walker plastic tooling person.