Tim Reynolds

As the Executive Vice President of Fuyao Glass America, I oversaw the end-to-end operations of one of the largest automotive glass manufacturing facilities in North America, including production, quality, supply chain, engineering, and customer operations. I was responsible for translating Fuyao Group’s global strategy into executable plans for the U.S. business, driving continuous improvement, cost optimization, and manufacturing excellence. I directed major quality initiatives compliant with IATF 16949 and OEM standards, resolved high-impact customer issues, and led Lean and Six Sigma programs to improve yield and reduce defects. I managed key relationships with OEM clients such as Ford, GM, Honda, and Toyota, ensuring stable delivery and long-term business growth. Additionally, I provided executive oversight on budgeting, capital investment, and organizational development, strengthening Fuyao’s competitive position in the North American automotive market.

Lead a team of over 370 people in the manufacturing of vehicle driveline systems for the automotive industry. This $800 MM top quality business is a subsidiary of worldwide Dana Holding Corp., a $7 Billion Enterprise where my focus has been to implement a new progressive business structure to maximize profitability through improvement in the areas of full lean KPIs operational performance, sales porfolio analysis & strategy, union negotiations and partnership, customer satisfaction, and new product launch initiatives.

A subsidiary of Hayashi Telempu Japan - $ 180 MM top quality manufacturer of floor carpeting and acoustic products for the automotive industry. Customers include Toyota, Nissan, Mazda and Honda.

Focus summary:
Led transition from a joint venture between Lear Corporation and Hayashi Telempu to a wholly owned subsidiary of Hayashi; from legal/planning phase through the implementation and documented success of all strategic and tactical plans.

Developed new and updated existing policies and procedures to support a progressive and profitable Lean manufacturing Toyota-style business.

Reduced costs by $4MM using Lean manufacturing principles and practices.

Built top-quality management team through the recruitment and hiring of excellent team members to assist in the turn-around of the company.

Corporate management responsibility for oversight of operational financials for two additional facilities.

Negotiated contracts to import goods made in China to support Honda CRV programs.

Delivered successful product launch activities using quality gate methods to satisfy the requirements of Toyota, Nissan, Mitsubishi, & Honda.

A subsidiary of ThyssenKrupp Germany - $ 90 MM manufacturer of high quality shocks and struts for the automotive industry, supplying products to Toyota, General Motors, Nissan, Chrysler and Ford.

Focus Summary:
Project Development and Management from the design to production & thereafter including warranty responsibility.

Strategized directly with top quality OEM engineering staff such as Toyota and Nissan in design & development of the suspension systems per the OEM specifications and requirements, meeting required performance values including quality rates, cost targets and speed-to-market issues.

Oversight of all vehicle product testing and performance criteria compliance to customers’ and federal standards that apply to safety-critical features of the vehicle.

Managed product engineering, reducing total product cost structure and improving product quality.
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Collaborated with German engineers to develop and import cutting edge innovation & technology.

Successfully regained customer confidence.

A subsidiary of Nifco Inc, Japan - $110 MM manufacturer of high quality plastic components for the automotive industry, supplying plastic parts to Toyota, Ford, Honda, Mitsubishi, and Isuzu.

Focus Summary:
Directed the successful turn-around operation of three plants, manufacturing 900 component parts and ready-to-install modular assemblies.

Increased business through management of plant growth and new plant start-ups against corporate goal.

Improved bottom line performance from a negative margin to a 10% positive margin of gross sales by implementing waste elimination measures and changing the culture of the company to align with the Toyota Production System and Lean manufacturing principles.

Implemented new and improved business systems to measure and manage to new high levels of performance.

A subsidiary of Sumitomo Electric Brakes, Japan - $140 MM manufacturer of high quality braking systems for the automotive industry, supplying brake calipers to Toyota, Ford, TRW, Chrysler and Isuzu.

Focus Summary:
Directed the successful operation of two plants, manufacturing two different types of braking system products (Abs and Disc brake).

Responsible Total P&L of manufacturing operation, which employs 420 hourly employees.

Collaborated with the President and CEO to plan, organize and direct growth and profit improvements.
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Implemented a capitalization program to increase capacity for anticipated growth.
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Improved on-time customer delivery to 99% by productivity improvements.
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Reduced direct labor cost by 12%.

Improved the training of both direct and indirect team members.

A subsidiary of Noranda Aluminum, Franklin Tennessee - $ 50 MM manufacturer of aluminum wheels for the automotive industry, supplying original equipment wheels to Chrysler motor company and after-market wheels to all major automotive outlets.

Focus Summary:
Responsible for the overall direction of the entire plant, total P&L responsibility, talent management, customer satisfaction, and product quality and on-time delivery of aluminum wheels.

Increased sales and profitability through successful implementation of aggressive operational turn-around plan including re-staffing of key management positions and establishment of quality and team work ethics

Built employee-motivated work teams focused on reaching productivity standards resulting in new records set several months in a row.

Reduced scrap rates and customer PPM claims to new low levels through the establishment of quality oriented work force.

Achieved monthly profitability within the first three months of employment; the first time this plant had shown profitability in its four-year history.

A subsidiary of Fichtel & Sachs, Germany -Top quality manufacturer of struts for the automotive industry, supplying to Toyota, Ford, Chrysler, and GM.

Focus Summary:
Exceeded timeline expectations for new US plant green field start-up matching German level of product quality and productivity, including recruitment of technical personnel, coordinating training in Germany and ensuring on-time delivery to new U.S. customer base, resulting in operation of a $100 MM/yr business.

Earned ISO and QS 9002 within the first three years of existence of new business.

Generated ideas for improved labor and overhead cost control, elimination of waste, reduce cost-of-quality, lowered financial and operating risk.

Implementation and facilitation of continuous improvement activities, Kaizens, JIT philosophy, 5-S theories, and Toyota production systems.

Led business out of a start up condition to reach a level of fully viable automotive business which continues to grow and prosper today.