Experience

Amhil Enterprises

• Plastics Manufacturing
• 1 - 100 Employee

• Plant Manager

  • Mar 2020 - Present



Moldco Inc.

• Kitchener, Canada Area

• General Manager Operations

  • Sep 2018 - Aug 2019

  Restructuring the company for a future sale and managing a team of 50 employees. Manage initiative to implement systems and grow sales by 25%. •Evaluate employees strengths and weaknesses and adjust structure accordingly. •Hire new employees where deficiency in staffing are identified. •Develop and execute sales strategy to grow the business. •Implement systems to optimize efficiency in all departments Restructuring the company for a future sale and managing a team of 50 employees. Manage initiative to implement systems and grow sales by 25%. •Evaluate employees strengths and weaknesses and adjust structure accordingly. •Hire new employees where deficiency in staffing are identified. •Develop and execute sales strategy to grow the business. •Implement systems to optimize efficiency in all departments



Hematite

• Canada
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• VP of Operations

  • Aug 2006 - May 2018

  Manage a team of 30 professionals in all aspects of operating, planning, manufacturing, project management, research and development, design, and validation testing. Lead all production and development activities for four manufacturing locations. Focus of the business was to use recycled materials (plastic and rubber) Tier 1 automotive components. •Improved profit from 1% to 12%. •Developed compression forming business segment to take advantage of new opportunities (resulted in $50 million of new business to date). •Started up Tier 1 business with Toyota, Chrysler, Honda, and VW. •Increased sales from $26 million to $75 million. •Successfully started a new 120,000 sq. ft. facility in Brantford, Ontario and a 96,000 sq. ft. facility in Englewood Ohio. •Increased R&D benchmarking activity to take advantage of potential new business opportunities. •Improved new machines with innovation to produce parts at a much lower cycle time. •Vacuum forming was improved from a 75 sec. cycle to 45 sec. cycle. •Compression forming was improved from an 80 sec. cycle time to a 40 sec. cycle time. Show less



Yachiyo of Ontario Mfg. Inc.

• Barrie, Ontario

• Senior Manager

  • Jan 2005 - Aug 2006

  Member of a four-person operations committee that runs the facility. This is a Tier 1 heavy stamping and assembly facility with over 450 employees and $400 million in sales. •Involved in all areas of manufacturing and operations. •Most senior non-Japanese member of the operations committee. •Responsible for Material Control, Quality, efficiency, and productivity. •Total of 68 direct reports. Member of a four-person operations committee that runs the facility. This is a Tier 1 heavy stamping and assembly facility with over 450 employees and $400 million in sales. •Involved in all areas of manufacturing and operations. •Most senior non-Japanese member of the operations committee. •Responsible for Material Control, Quality, efficiency, and productivity. •Total of 68 direct reports.



SIEMENS VDO AUTOMOTIVE - POWERTRAIN, EMISSIONS MANAGEMENT

• Chatham, Ontario

• General Manager/Director of 2 Business Segments

  • May 2000 - Aug 2003

  Directed a team of 20 professionals in all aspects of planning, project management, design, research and development and testing. Had worldwide responsibility for managing, developing and growing a $200 million segment of the Siemens VDO Automotive Emissions Management Business Unit with over 700 indirect reports in 5 manufacturing locations in Canada, the US, Mexico, and Europe. •Averaged 20% profit over three years. •Developed five-year plan to the business segments •Explored possible acquisitions and joint ventures. •Set direction for future product development. •Establish plans to meet yearly profit and cost savings objectives. •Responsible for deciding location of manufacturing of new products between five manufacturing locations worldwide. •Directed the functions strategic planning, application, product engineering, project management and technical marketing. •Obtained several Patents from new products being developed. Show less



Collins & Aikman Plastics Ltd.

• Scarborough, Ontario

• Director Of Engineering

  • Jan 1999 - Nov 1999

  Directed a team of 50 professionals in all aspects of program management, design, research and development and testing. Led all new product activities at two Toronto area plants. Managed annual budget of $12 million. •Organized engineering capabilities into well run unit. •Set up center of expertise for molding. •staffed openings in all departments with highly skilled individuals. •Accelerated launches of new programs that were dangerously behind schedule. •Launched three programs with 50 million in annual sales on schedule. •Improved yields of applique insert molding from 85% to 95% resulting in savings of $1.25 million per year. Show less



CTS of Canada Ltd.

• Streetsville, Ontario

• Engineering Manager

  • Jun 1980 - Dec 1998

  Managed a team of 60 engineers, tooling and service people to support existing products and develop product design and R&D capabilities. Managed budget of $4 million for operating and additional $3 million for R&D. •Obtained pedal position design responsibility for the plant resulting in the ability to compete more effectively for new business. Obtained $5 million in new Toyota business with the potential to obtain an additional $20 million per year. •Negotiated corporate approval to become an R&D center for motor actuators and created the ability to compete for new business in excess of $100 million annually. •Promoted R&D activities with customers in Europe and North America resulting in direct contact with advanced engineering groups and created the ability to protect market share in future years. •Solved ultrasonic weld problem, improved yield from 92% to 99% and resulted in savings of $1 million per year over 6 years. •Established test lab facilities and provided the plant with the capability to a full-service supplier. Reduced cost of validation testing by 30% resulting in savings of $200K per year. •Invented a weld interface to produce zero air gap during welding of two powdered metal parts, eliminating the need to screw parts together, increased efficiency of actuators by 15% and reduced material and labor cost by 20%. •Installed large clean room to replace three existing clean rooms. Allowed all paint screening and element processing operations to take place in one area. The result was a throughput improvement of 20% and yield improvement from 82% to 94%. Total annual savings were $900K. Show less