Manager Manufacturing

Greg Clark

**** ******* *****, ** / ***** Rapids, Mi, 49506

616-***-**** / abmvjr@r.postjobfree.com

May 5, 2010

Re: Plant Manager

The position of Plant Manager caught my attention as it closely matches my

career history and goals.

As a senior manager in manufacturing, I have a reputation for building

award-winning teams and developing "genuine" relationships throughout the

organization. My extensive experience involves developing and executing

initiatives that have improved revenue, profit, and increased customer

service.

My expertise includes:

Operations:

. Reduced investment $20MM. Adopted/benchmarked Toyota, BMW and

Ford wet/wet/wet painting system process, eliminating need for

prime booth and oven.

. Substantial experience in start-up production operations,

including factory installations (site

preparation, infrastructure construction, plant design-layout,

material processing and equipment acquisition/installations).

. Hired labor, trained and instituted lean policy/procedure best

practices Lean Six Sigma manufacturing methodologies.

. Reduced scrap 40%, improved throughput 14%, enhanced 1st time

OKs 7%, and reduced top coat usage $5MM through fine tuning of

application equipment.

. Achieved -0- changeover time through use of reconfigurable

programmable platforms, allowing build of 3 styles with 4

products.

. Led development of "world's most efficient automotive

manufacturing complex."

Financials:

. Managed 272 MUSD budget for construction of new facility.

. Expertise in development and management of plans for

manufacturing, capital spending, engineering, identifying and

implementing state of the art manufacturing techniques

and processes to achieve operations goals and objectives.

Compliance:

. Ensured compliance of 800,000 sq. ft. plant including 125,000

sq. ft. clean room operations.

I would like to meet with you and learn more about your specific needs and

discuss how I can help advance your companies goals.

Sincerely,

Greg Clark

Resume Following

Greg Clark

2600 Elmwood Drive, SE / Grand Rapids, Mi, 49506

616-***-**** / abmvjr@r.postjobfree.com

Objective:

Manufacturing Executive

International Manufacturing Operations

Executive Summary

Executive Leadership in Direction of Domestic and Global Manufacturing

Operations.

Distinguished performance in successfully leading high-profile corporate

manufacturing initiatives.

Directs all phases of start-up operations activities to support

manufacturing from inception to completion.

Core Skills Include:

Strategy & Planning

Multi-Plant Management: U.S. & China

Multi-Billion Dollar Project Management

International Operations Including Joint Ventures

Lean Manufacturing - Six Sigma - Toyota Problem Solving Methodologies

Plant Layout & Continuous Improvement: Performance Improvement Plans

Key Achievements:

Led development of "world's most efficient automotive manufacturing

complex".

Lived & Worked in China During Operation Start-Up of Shanghai/GM Joint

Venture.

Reduced North American Manufacturing Structural Cost Budget of $40 Billion

by $4.2 Billion.

Extensive Travels: United States, Bali, Thailand, Australia, Singapore,

Jamaica, Bahamas, Guadalupe, Germany, France, Luxemburg, Sweden, China,

Canada, Mexico. Resided In: MI, IN, DE, CA, Sweden, and China.

Career Progression & Key Accomplishments

TAC Consulting for Chrysler / Auburn Hills-Chrysler Tech Center / 2007 -

2008

Advanced Manufacturing Engineering Consulting Business for Chrysler Plants

for Current & Future Automotive Models

Senior Manager - Competitive Manufacturing

. Contract position. Directed 10 managers in new Chrysler Automotive

plant build/layout; maintained visual display of status of project and

all financial information.

Key Accomplishments:

> Led development of "world's most efficient automotive manufacturing

complex" through innovation and benchmarking of best current

operations. Areas of improvement include:

a) General Assembly Line. Introduced assembly layout removing

physical barriers for suppliers, allowing JIT.

b) Progressive Labor Agreement. Created 2-tier operation greatly

increasing on-line labor support.

c) Labor Reduction. Placed loading dock adjacent to subassembly

areas; reduced manpower of 2660 to 1602.

d) Changeover Time between Models. Achieved -0- changeover time

through use of reconfigurable programmable platforms, allowing

build of 3 body styles with 4 unique upper bodies.

e) Paint Shop. Reduced investment $20MM. Adopted/benchmarked Toyota,

BMW and Ford wet/wet/wet painting system process, eliminating need

for prime booth and oven.

f) Parking Lot. Produced parking lot layout to target less than 5

minute walk for all employees.

Terex Corporation / Wilmington, NC / 2006 - 2007

Crane Fabrication - Heavy Equipment

Director of Operations

. Directed 3 managers and 3 indirect employees in production/fabrication

of tower cranes.

. Engineered development and rework of existing equipment to customers'

specifications.

. Oversaw all Human Resource functions, Union Relations (AFL-CIO), and

all grievances.

. Accountable for all functions in Quality, Materials, and Finance

Departments in matrixed environment.

Key Accomplishments:

> Introduced team concept involving heavy negotiations with AFL-CIO

union.

> Ran VSM (Value Stream Mapping) work shops to identify opportunities

to Kaizen out positions. Reduced double-handing of parts, and freed

up 6 Team Members to become Team Leaders.

> Implemented LEAN manufacturing basics: Standardized Work, 5S, Team

Boards, and Problem Solving. Fabricate tower crane from 12 days to 4

days-300% improvement.

> Led fabrication of New Climber/Erector from design by engineering

group based in Germany. Structure rose up entire tower crane to

allow insertion of additional 20 ft. sections, increasing structure

to up to 400 ft. tall.

Greg Clark / Resume - Page 2

General Motors / NAPC, Ft Wayne, Flint, Lansing, Delta Township, Shanghai /

1984 - 2006

Automobile Manufacturing. Rapidly progressed with increased

accomplishments. Progression as follows:

Area Manager-Paint (1996-2006)

. Directly responsible for all functions of 5 Automotive Paint Shops

(NAPC, Fort Wayne, Flint, Lansing and Shanghai.

. Managed 70 management personnel and 960 hourly in Safety, Quality,

Productivity, and Cost.

. Subject matter expert on all issues relating to paint.

Key Accomplishments:

> Fort Wayne. Reduced scrap 40%, improved throughput 14%, enhanced 1st

time OKs 7%, and reduced top coat usage $5MM through fine tuning of

application equipment

> Flint. Avoided $28MM spend through establishment of SQ System,

Standardized Work, Team Boards and Problem Solving, while meeting

demanding schedule of General Assembly.

> Lansing-Delta Township LDT. $500K under budget on $272MM Paint Shop.

Gained $2.5MM to install necessary equipment to meet Quality

objectives (EG Hydro cyclonic filters to capture weld balls), while

reducing investment in other areas; added cinctured metal to

concrete surface and burnished in lieu of epoxy coating floors-$10MM

savings over 20-year life, and purchased refurbished abatement

incinerators for ovens.

> Shanghai-Joint Venture. Achieved successful launch with $19MM

revenues in 1st year. Hired/trained engineering and labor workforce

in automobile assembly.

> NAPC (North American Project Center). Reduced initial Paint Shop

investment from $330MM to $270MM.

Director of Cost Reduction (Warren, MI) 2001-2002

. Requested to lead cost reduction efforts (concurrently as Area

Manager); oversaw staff of 6 consultants.

Key Accomplishments:

> Reduced North American Manufacturing structural cost budget of $40

Billion by $4.2 Billion.

Senior Manufacturing Advisor (Trollhatten, Sweden) 1993 - 1996

. Requested to relocate to Sweden build new paint shop, as well as

advise/guide SAAB in LEAN Manufacturing and teach entire SAAB

manufacturing organization Toyota Production system.

Key Accomplishments:

> Greatly reduced defects and improved throughput 9%. Set up simple

manual scoreboard to complement production computer system and see

at-a-glace frequency/type of defects.

> Achieved successful launch reaching 90% 1st time OK's within 3

months of production. Introduced/installed SQ (self quality system)

as basic operational system and educated team on LEAN Manufacturing

principles.

> Increased production volume 50% in engine plant. Taught Senior

Management 6-Step Toyota problem solving methods to resolve major

bottlenecks in each department.

Area Manager - Truck Paint- NUMMI (Fremont, CA) 1984 - 1993

. Toyota /GM Joint Venture (Nummi) - Automotive and Fascia Manufacturing.

. As Paint Subject Matter Expert, directed entire paint department (22

salary and 200 hourly employees), including Safety, Quality,

Productivity, Cost, Labor and Corporate Citizenship. Reported directly

to VP on all matters.

Key Accomplishments:

> Won JD Powers #1; Reached 80% OK's in 3 months after SOP (Start Of

Production), and beat corporate target for DPV of .5 on first

corporate audit. Developed/implemented SQ (self quality system) to

reach startup/ramp up to full production 2 times speed of car side

production.

> Won Toyota Problem Solving Championship through attaining annual

cost avoidance of $2MM worth of scrap via simple countermeasures.

> Decreased downtime to less than 2% for technical stops and reduced

overtime to less than 5% for preventative maintenance. Used

effective rotation plan for Conveyor Team, Automatics Team,

Booth/Oven Team, and Kaizen Team.

> Earned 7 straight quarters of "Best of the Best Safety Awards" for

NUMMI.

Professional Development / Affiliations / Honors

Bachelors of Science / Business Administration - Marketing / Eastern

Michigan University / Deans List

MBA Studies / Widener University

Executive Training / Center for Creative Leadership

Toyota Production System / Tahara Complex-Toyohashi, Japan/Takaoka Complex-

Toyota City, Japan/NUMMI-Fremont, CA

Japanese Language & Culture / University of Delaware-Ohlone Collage

GM Chairman's Honors: 1997, 1999, 2000, 2005

City of Shanghai Award for Model Business unit 2000

Authored: Roadmap to LEAN Manufacturing & SQ (Self Quality)

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