Manager Plant

Michele L. Starrs

**** ***** **** ****, **** Bloomfield, MI 48323

(Home) 248-***-**** (Cell) 248-***-****

(E-Mail) abl35c@r.postjobfree.com

Manufacturing Plant Manager

Plant Operations Manager with strong leadership abilities combined with in-

depth Lean Manufacturing, Six Sigma management, and Continuous Improvement

experience. Strategic thinker and focused implementer with a proven

record of success adding value to world class manufacturing organizations.

Highly respected for business acumen, integrity, decisiveness, and

insight. MBA in International Business, and BS in Management Science,

Materials and Logistics Management.

Areas of Expertise

Lean Manufacturing Six Sigma Black Belt Management

Efficiency & Quality Multi-Cultural Teams (Hourly &

Improvements Salaried) of 300+

Cost reduction / Labor Warranty/Customer Approval Rate

Efficiency Improvement

Quality Operating Systems Organizational Development /

Development Leadership

Process Discipline / First Run

Quality

Professional Experience

Coca Cola Enterprises 2010

Operations Manager, Detroit Production

Leading turn-around of high volume bottling and canning operation with 20

million annual case production. Responsible for ensuring ongoing HACCP

compliance while improving efficiency, quality, profitability and morale.

Ford Motor Company - Powertrain Operations 2003 to 2009

Transmission Manager, Van Dyke Plant (2006 to 2009)

As Assistant Plant Manager for a 4-speed automatic transmission, held

total production responsibility for component machining, assembly, and

stamping departments with 500,000 unit annual volume. Responsible for

Safety, Quality, Cost and Delivery performance, and Environmental

Compliance for 1 million sq. foot operation with $50M budget.

Managed a team of 300 employees and 5 direct reports that included

Department Managers and 295 indirect reports (production employees,

engineering and maintenance). Reported to Plant Manager. Shipped to 14

countries worldwide.

. Increased total production output by 25% through application of

constraint management techniques, preventive maintenance, and

tooling improvements.

. Attained "best ever" quality levels while improving productivity.

. Built a highly effective, cohesive team, balanced employee

strengths and talents; and reorganized/hired personnel during a

period of new product launch across Ford.

. Mentored employees across Powertrain operations on career

succession and professional development.

. Introduced use of lean tools and six sigma methodologies, as well

as Kaizen, to Van Dyke plant.

Lean Strategy Implementation Manager, Powertrain Manufacturing (2005 to

2006)

Drove the establishment of an executive operating structure and strategy

to facilitate rapid improvements in lean manufacturing processes.

Transformed culture and improved communication by leading a cross

functional team in the development and implementation of consistent

application of manufacturing standards, process development, tools, and

reporting processes. Worked closely with Vice President, Executive

Director, and Directors across Powertrain.

Assistant Plant Manager, Romeo Engine Plant (2003 to 2004)

Held full operations responsibility for a V8 engine component machining

and assembly plant at 800,000 unit annual production. Supervised

department managers for Machining, Assembly, Quality, and Material

Control as well as Master Black Belt and 1,400 indirect hourly reports.

Charged with ensuring Safety, Quality, Cost and Delivery performance and

Environmental Compliance for all production areas. Implemented Lean

Manufacturing strategies plant wide. Responsible for $150M budget;

reported to the Plant Manager.

Ford Motor Company - Vehicle Operations 1996 to 2003

Paint Department Manager, Wayne Stamping and Assembly Plant (2000 to

2003)

Promoted back into US operations to hold overall quality, cost and

productivity operations responsibility for two shift production,

maintenance, and engineering. Managed 300 employees - hourly and

salaried - that included engineers, supervisors, and in-house supplier

representatives (PPG, Gage Chemical, and DuPont). Maintained ISO14000

compliance. Incorporated Six Sigma and focused on process discipline.

Reported to Assistant Plant Manager.

. Led continuous improvements efforts while maintaining high levels

of quality and productivity. Awarded "Best-in-Class Quality in

Small Car" in 2001.

. Achieved 40% year-over-year warranty improvement; sustained 96%

First Run Capability; reduced bulk material costs by 5% year over

year; and completed a direct labor efficiency improvement of 12%.

. Spearheaded a $10M Capital Project implementation replacing

outdated manual applications with automated body sealing

applications that improved quality and productivity resulting in

$7M annual savings.

Quality Department Manager, Ontario Truck Plant (1999 to 2000)

Promoted to lead, manage, and improve the entire quality organization

within Ford's Canadian truck plant. Oversaw 100 employees (10 salaried).

Created internal reporting strategies and standardized processes to

monitor quality. Led the Variability Reduction Team; maintained low

warranty costs. Reported to Plant Manager.

. Deployed Six Sigma methodology for Ontario Truck; managed Six

Sigma Black Belts.

. Achieved "Best-in-Class Customer Satisfaction for Light Truck"

with a 76% rating.

. Launched Special Vehicle Team (SVT) high-end "Lightning" truck

with 81% customer satisfaction.

. Championed Squeak & Rattle Variability Reduction Team with 72%

warranty reduction.

. Launched 2000 MY with 28% warranty improvement over previous

year.

Production Superintendent (1998 to 1999)

Resumed this role for a six-month period at the request of senior

management following change in operations and significant drop in

productivity. Trained and mentored successor and peer supervisors on

processes and techniques needed to maintain and improve production.

Quality Assurance Manager, Michigan Truck Plant (1998 to 1998)

Joined quality organization for expertise within production process

including process standards and efficiency improvements. Managed team

of 60 hourly employees. Led certification effort for ISO9000 &

ISO14001 for Pre-Delivery.

Production Superintendent, Michigan Truck Plant (1996 to 1998)

Held Superintendent positions for Paint department and Trim Assembly

department. Responsible for one shift of all production operations,

including maintenance, quality, cost, and manpower. Worked cross-

functionally with counterparts in other production areas. Managed

production supervisors and a Manufacturing Planning Specialist in each

department.

General Motors Corporation - Detroit, MI (Cadillac Luxury Car Division,

Hamtramck) 1990 to 1996

Body Assembly Department General Supervisor (1995 to 1996)

Promoted to this General Foreman position with overall responsibility for

quality and productivity issues. Planned and implemented quality

initiatives. Supervised five salaried production supervisors in Body

Assembly. Implemented Statistical Process Control for variability

reduction in body fits.

Lean Manufacturing Project Manager (1994 to 1995)

Managed team of ten Industrial Engineers and plant resources.

Implemented Synchronous Manufacturing Methods including direct labor

rebalance, material pull, work place organization, quality andon, and

preventive maintenance.

General Assembly Supervisor (1993 to 1994)

Supervised hourly personnel in Trim and Chassis assembly areas. Planned

and implemented manpower reductions.

Material Handling Supervisor (1990 to 1993)

Led projects that included Window Delivery strategy and implementation,

Milk Run design and implementation, and the launch of a new receiving

system.

Education

M.B.A., International Business, 1996

University of Detroit-Mercy, Detroit, MI

B.S., Management Science, Materials and Logistics Management, 1989

GMI Engineering & Management Institute, Flint, MI

Founding Member, Ford Women in Manufacturing, 1999 to 2009

Co-Chair, Ford Mentoring Committee, 2001

Volunteer, Ford Volunteer Corp., 2006 to 2008

Member, Automotive Women's Alliance, 2009

Cooperative Student (Industrial Relations, Material Handling/Control),

General Motors, 1984 to 1989

Lean Learning Academy I and II, Ford Motor Company, 2003 and 2004

Six Sigma Project Champion/Green Belt, 2000

Failure Mode Effect and Analysis, 2000

Process Control Methods, 1999

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