Jon Batt
College Grove,TN
Summary
Manufacturing Operations Leader Strong leader and problem-solver dedicated to streamlining operations to decrease costs and promote organizational efficiency. Uses independent decision-making skills and sound judgment to positively impact company success.
Overview
31
31
years of professional experience
1
1
Certification
Work History
General Manager/VP of Operations
AMG Industries
01.2023 - Current
- Brought in by private equity ownership to turnaround company that was losing $250,000 on $2.3M in sales and had a shrinking book of business
- Was able to keep largest customer from pulling some of its work due to poor quality and late deliveries
- Improved Net Income from -11% from beginning of 2023 to +3% within three months
- Reduced PPM from 1100 to 50
- Reduced Premium Freight from $60,000/month to $5,000/month
- Improved efficiency from 61.4% to 87.1% and reduced labor and support by $1,200,000 annually
- Reduced customer complaints from 6/month in first half of 2023 to 0 for the last two months
- Implemented first robot to load and unload parts from stamping press
- Identified and fixed numerous MRP system issues that were causing the plant to be behind schedule.
General Manager
Proper Polymers
01.2019 - 01.2023
- Brought in to improve plant that had lost money every year since plant opened 3 years earlier
- Put in place management team capable of running the business and establishing a continuous improvement culture
- Customers included NAL, Valeo, Magna, ALNA, Rivian, Whelen and GM
- Report directly to the President of Proper Polymers
- Improved EBITDA from -23% for 2019 to +10.9% for 2020 to +12.3% for 2021 and sustained +12% to 15%
- Improved Direct Labor 52%
- Reduced Indirect Labor 31%
- Improved scrap/purging/inventory loss 83%
- Reduced external quality (sorting, expediting and RMA’s) 99%
- Audited and fixed BOM’s to get true standard cost of goods sold.
Plant Manager
SRG GLOBAL
01.2015 - 01.2019
- Brought in to determine why financial performance was inconsistent and determine if talent in plant was in place to run the plant
- Responsible for all operational aspects, including Waste Water Treatment facility and P&L for a $150m plant
- Report directly to the VP of North America Operations
- Major customers: Ford, GM, FCA, Norplas, and Nascote
- Improved year over year EBITDA over 23%
- Reduced scrap 19% to best levels in plant history
- Reduced inventory loss from $150K/month to $0
- Connected assembly cells to molding or plating processes to reduce WIP, material handling and improve throughput
- Developed new plant layout and conveyance strategy to significantly reduce material handling and movement of material to separate warehouse
- Worked with HR to develop recruiting campaign to attract engineering talent
- Developed organizational structure and adjusted over time as we recruited talent to take best advantage of that talent.
Operations Director
NORMA GROUP
01.2008 - 01.2015
- Responsible for all operational aspects and P&L for two plants with $200m is sales
- Major customers: Tenneco, Volvo, Freightliner, Faurecia, Eberspacher, Caterpillar, John Deere, and Harley Davidson
- Improved Operating Income 21% while the sales mix moved in unfavorable direction
- Improved Direct Labor as a percentage of sales by 20%
- Improved Material as a percentage of sales by 8%
- Improved MOH by 18% as a percent of sales
- Improved Inventory Turns as a percentage of sales from 21 turns to 39 turns
- Led plant through 5 new product launches and a plant consolidation that saw five additional stamping presses brought in while we built banks and moved four cells to Mexico plant
- Reduced PPM 99% and improved OEE 42%
- Relayed out plant for better flow and support of growth plan
- Did annual capacity plan to support plan developed by sales group and needed capital expenditures
- Lead plant through ISO 14001 and OHSAS 18001 certifications
- Implemented downtime clock tracking that improved data collection and allowed real-time monitoring of assembly cells and stamping presses
- Developed Continuous Improvement boards to focus operations on safety, housekeeping, OEE, quality, delivery, and inventory
- First plant to develop PMP’s for all salary employees with linked goals and mid-year review
- Process now used in North America
- Involved in the hiring of plant manager for Monterrey, Mexico plant.
Director of Operations
RECTICEL N.A.
01.2005 - 01.2008
- Responsible for all operational aspects and P&L for 3 plants located in Michigan, Alabama, South Carolina and approximately $400m in sales
- Improved Operating Income by $7m over previous year and improved throughput on major product line by 44%
- Personally worked with customer on delivery and quality improvement plans and timing to regain confidence in company
- Started company six-sigma program and identified candidate for Black Belt certification
- Responsible for hiring and firing of Plant Managers
- Freed up an entire manufacturing line that was shipped back to Europe to support a new program and saved $5.0 million in capital expenditures
- Plant Manager
- Took plant from -20% Operating Income to +11% in less than six months
- Reduced scrap 68%, increased throughput 18% and implemented Kanban scheduling system
- Reduced headcount from 235 employees to 110 employees
- Implemented Business Operating System metrics to focus plant on continuous improvement activities based upon safety, housekeeping, OEE, quality, delivery, and inventory.
General Manager
VENTURE INDUSTRIES
01.2002 - 01.2005
- Responsible for all aspects of a $225m two plant, 600 employees UAW operation
- Major customers were GM, Ford, DCX, Isuzu, Mitsubishi, TRW, Autoliv and Breed
- Took plant from 4% Operating Income for 2002 to over 18% for 2003 year and eventually to 22%
- Led plant through quality improvement teams and equipment upgrades that took automated painting process from 75% to 88% FTQ
- Did annual capacity report to support sales plan for 45 injection mold machines, 3 paint lines and 15 assembly lines and needed capital expenditures to support
- Launched 6 new programs and 5 take-over programs.
Senior Associate
CONWAY, MACKENZIE & DUNLEAVY
01.2000 - 01.2002
- Consulting firm that did viability assessments of financially troubled companies and determined best course of action
- Performed part profitability studies, plant layouts, constraint management analysis, visual inventory control, 5S, design of experiments, scheduling systems and development of improvement plans with cost, timing and responsibility for clients that were incorporated into financial projections used in viability analysis
- Developed Access Database scheduling system that allowed for proper scheduling of kit components so kits could be packed properly the first time
- Improved delivery 22% and reduced labor 5%
- Conducted DOE-Taguchi Methods to solve reoccurring quality issue that plant could not resolve
- Implemented Kanban scheduling system that reduced stamping inventory 40% and eliminated assembly line outages due to stamping components
- Developed plant layout and timing that consolidated two plants into one new plant, reducing WIP 70%, reduced fork trucks by half and allowed company to exit bankruptcy
- Most assignments were with stamping, welding, and assembly companies.
Vice President of Manufacturing
JPE TRIM
01.1997 - 01.2000
- Responsible for all operational aspects of a $325m 4-plant company located in MI and OH
- Led PTI division management through the development of consolidation plans, supporting budget, plant layout utilizing cellular flow concepts and lean manufacturing techniques
- Responsible for mentoring and developing of Plant Managers
- Developed financial projections to turn plant around from negative operating margin to exceeding corporate targets
- General Manager, East Tawas, MI
- Responsible for all operational aspects and P&L responsibility for a $120m plant
- Turned plant around from a -6.5% Operating Income in 1997 to over +23% in 1998
- Developed plant metrics for continuous improvement efforts focused on safety, housekeeping, OEE, quality, delivery, and inventory
- Led plant through QS-9000 and Chrysler Pentastar certification
- Led plant through 6 launches over a 14-month period
- Led plant through annual capacity planning to support the sales plan and development of capital expenditure plan
- Developed plant layout to go from machining centers to cellular flow concept, visual inventory control, 5S and SMED
- Trained all employees in continuous improvement methods and problem-solving techniques.
Manager of Operations Supplier Development
TRW VSSI
01.1993 - 01.1997
- Responsible for improving quality and delivery of entire TRW VSSI supply base of injection molders and stampers
- Worked directly with OEMs to address their concerns with TRW airbag module quality
- Developed Microsoft Project template with over 100 steps and linkage for launching an air-bag cover
- Accountable to ensure supply base adhered to OEM, QS9000, AIAG and TRW VSSI QPS-0100a specifications
- Business Team Manager, Cookeville, TN
- Built and led the Business team being responsible for the manufacturing of inflators and assembly of passenger side airbags for GM, BMW, Ford, VW, Honda, Saturn, and Mazda
- Accountable for sales of $200m and budgets totaling $8m
- Worked with customer to resolve two major quality issues that was causing throughput issues for the OEM
- Worked with customer to redesign components on assembly process that allowed us to increase throughput.
Education
Bachelor of Science in Accounting and Business -
Heidelberg College
Tiffin, OHMBA -
Middle Tennessee State University
Murfreesboro, TN05.2024
Skills
- Union /Non-Union Operations
- PPM Reduction
- Inventory Management
- 8D Problem Solving
- Capacity Planning
- Six Sigma Programs
- Kanban Scheduling
- Metrics Management
- Budgeting
- Direct Labor improvement
- Scrap Reduction
- Design of Experiments-TM
- Plant Layout
- Cap Ex management
- Strategic Thinker
- Analytical
- Deliberative
- Constraint Management
- Action Plan Development
- Downtime Reduction
- Talent Development
Certification
- American Production and Inventory Control Society (APICS), Certified Production and Inventory Manager (CPIM)
- American Production and Inventory Control Society (APICS), Certified Integrated Resource Manager (CIRM)
- University of Michigan School of Engineering, Six Sigma Green Belt
- Six Sigma. Us, Six Sigma Black Belt
Timeline
General Manager/VP of Operations
AMG Industries
01.2023 - Current
General Manager
Proper Polymers
01.2019 - 01.2023
Plant Manager
SRG GLOBAL
01.2015 - 01.2019
Operations Director
NORMA GROUP
01.2008 - 01.2015
Director of Operations
RECTICEL N.A.
01.2005 - 01.2008
General Manager
VENTURE INDUSTRIES
01.2002 - 01.2005
Senior Associate
CONWAY, MACKENZIE & DUNLEAVY
01.2000 - 01.2002
Vice President of Manufacturing
JPE TRIM
01.1997 - 01.2000
Manager of Operations Supplier Development
TRW VSSI
01.1993 - 01.1997
Bachelor of Science in Accounting and Business -
Heidelberg College
MBA -
Middle Tennessee State University
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