Jason Myers

· Monitored the daily operations of the production team, providing guidance and support as needed.

· Ensured that all safety policies and regulations were followed in accordance with company standards.

· Conducted regular meetings with staff to discuss progress and address any issues or concerns, doing PDCA’s to created actions to correct problems.

· Assisted in troubleshooting mechanical problems related to machinery used in the manufacturing process.

· Reviewed production orders, schedules, delivery dates and inventory levels to determine product availability.

· Managed materials to meet production goals and specific customer demands.

· Created daily shift notes, process parameter logs, hourly production boards, material identification board, die change board as well as escalation downtime and scrap processes.

Oversaw 4 direct reports and 40 indirect employees

• Responsible for creating and maintaining a safe and environmentally compliant work area that supports a culture where safety is a part of everything we do
• Tracked key performance indicators, developed/implemented corrective actions, and uphold accountability systems
• Responsible to control, verify and qualify business and operating processes according to customer expectations, and constantly deliver higher performance at a lower cost
• Developed and adhered to standard operational and working practices (standard work) and continuously observed workers to ensure compliance with standards to currently established Process of Record (POR)
• Owned the continuous improvement process for area of responsibility and ensure all employees are engaged in daily improvement activities
• Recruited, hired, trained staff, evaluated employee performance, and recommended promotions, transfers, and disciplinary action.
• Planed and directed the layout of equipment, workflow, assembly methods, and work force utilization
• Collaboratively managed work cell(s)/value stream(s) with technical Lead Person(s) and/or Supervisors driving continuous quality and performance improvements based on established metrics

• Managed all daily activities within focus factory (compression valving and stamping depths) including supervising multiple team members, quality, engineering, and maintenance across 3 shift operations
• Planned and managed all financial aspects of focus factory (AOP, MRO, capital,)
• Reduced inventory by new inventory management process, created fixed staging area for work in process and finished product
• Promoted employee safety awareness based on understanding of regulatory mandates and organizational best practices, zero lost time accidents in dept
• Lead team to successfully launching of transfer equipment from Hartwell plant to Kettering, ensuring all PFMEA, PPAP and control plan submission was too standard
• Examined problem-solving concepts, (5 why, 8D and A3 concepts) including quantitative methods and techniques and approaches to optimize organizational operations and facilitate decision-making
• Boosted company efficiency through technology upgrades and process improvements as well as scheduling enhancements by 5%
• Utilized BOS to develop and execute systems and processes that meet or exceed focus factory and plant goals for safety, quality, delivery, cost, production, and material control
• Worked collaboratively with engineering and maintenance to enhance processes and implement, scrap reduction initiative and reduced scrap from 6-2.5%.

• 350 million plant, 28 injection molding machines and 4 assembly lines producing IP's, center consoles, door panels and multiple other parts for BMW X3, X4, X5and X7
• Developed and oversaw strategies for improving operational efficiency and accuracy
• Motivated employees to share ideas and feedback
• Managed scheduling for 40 employees to ensure optimal productivity
• Established Mold change board to ensure technical and operations staff are working together
• Set up 5S activities daily to ensure safety and customer quality are adhered to.

• Report directly to Plant manager; managed daily planning and direction with 8 direct reports overseeing 120+ direct/indirect employees
• Lead daily meetings focused on driving improvement of KPI's and supporting culture of accountability
• Conducted weekly performance review with President, CEO, and Owner covering plant performance including Safety, Quality, Sales, Delivery, and Continuous Improvement
• Launched 3 shift operation for GO1/GO2 program as well as F97/F98 (80 plus tools,) shipping to large Tier 1, servicing BMW (Spartanburg)
• JIT injection molding facility (11 Presses 550 to 2300 tons - KM) with customer directly across street from facility to achieve Bi8 quality level
• Set-up visual board management system to track hourly down time and run times, to help reduce overtime
• Established training standards to help overall knowledge of new product lines for employees
• Implementation of SMED system to track mold change times as well as set up times
• Planned daily operational strategies, including delivery routing, team workflows and promotional initiatives.
• Achieved IATF certification 2018.

• Plant ($22M Sales) - A turn-key tooling/molder specializing in 2 shot molding applications, painted product in, MIC/MIB (mold in color/mold in black) interiors, and exteriors for the automotive and consumers goods industry
• Oversee 180+ direct/indirect employees, responsible for production of 21 injection mold machines KM, Engle Milacron 100 to 1500 tons), various assembly processes including (hot stamp, sonic weld, flaming, and die punch), kit packaging, and service dept
• Secured future of plant working with entire team including VP, President, and CEO in being awarded GO1/GO2 program (189 tools, $25m in new business) shipping to large Tier 1, servicing BMW (Spartanburg)
• Achieved TS16949 certification 2016; attributed to fresh eyes review of policies and procedures through LPA and Internal audit schedule
• Implemented 6-S program dividing plant into zones with shift ownership driving healthy competition with "before and after" display wall
• 5-10% improvement of labor, scrap, and customers returns through use of continuous improvement program (Top 5 $ and top % scrap hitters program teams)
• Awarded Green Status on DOC during G01 launch from BMW
• Increased OEE from 68% in 2015 to 76% in 2016.

• Responsible for multiple line production of rear taillights for the Ford Taurus, Explorer, and Focus as well as brutalization process, clear coating process and overseeing of injection molding presses
• Within first 3 months became back up to shift manager, in charge of complete facility, which includes molding, assembly to decorating process (metallization) as well as clear coating dept
• Coordinate members of team in effort to promote safety, quality, and maximum efficiency to meet customer's production needs
• Monitor production hourly production boards, scrap, down time for obtainment of goals
• Coaches, counsels, and reviews employees' performance, initiating corrective actions when needed
• Responsible for forty plus team members in addition to working with all corresponding departments, engineering, maintenance, and quality.

• Assembly line management of instrument panel line, door panels from injection molding of part to full finished product, for Ford, Chrysler, and GM
• Supervised and directed hourly production employees to meet company targets for production and performance in addition to maintaining safe clean working environment
• Monitored compliance and adherence to shop floor rules and company policies within unionized plant (UAW)
• Oversaw implementation and maintenance of continuous improvement projects, lean initiatives, and Kaizen events,(45 IM presses - 750 to 4000 Tons)
• Use of QAD systems to establish daily demand for customer requirements.
• Scheduled molding floor personnel to run assigned duties effectively to meet daily production runs as well as working with other departments to help with staffing
• Well versed in key operational systems: Fast Response, Quality Gates, Pace board Management, Layered Process Audits, 5S( Dupont Stop Training )
• Reduced work force on Chevy Cruz line from 25 ops to 21 and, still upheld efficiency of 95 % (1750 doors per day).