A high-integrity leader with a demonstrated track record of leading global teams and streamlining processes utilizing Six Sigma, Lean, and Kaizen applications to achieve high levels of organizational effectiveness. Creates and implements productivity improvement and cost reduction plans, designs HR strategies that develop and retain key personnel, and establishes KPI scorecards to measure actual vs. goals, initiate improvements, and exceed growth strategies, profit margins, and customer service goals across the very competitive automotive manufacturing market, as well as the highly volatile oil and gas industry.

President @ As well as being the originator, Nordfab is the industry leader, and one of the globally leading suppliers through our global presence in Europe, the Americas, and Asia of clamp-together ducting for dust, mist, fume and smoke collection. Nordfab Ducting introduced Quick-Fit ductwork in 1990. The Quick-Fit™ line is a laser-welded, clamp-together ducting. Quick-Fit installs in half the time of traditional ducting and is adaptable to your existing ductwork. Quick-Fit is re-useable and can be taken apart for cleaning or to be reconfigured - without tools. Ducting is available in galvanized or stainless steel. In the USA, Nordfab owns and operates an 110,000 square-foot office and manufacturing facilities in Thomasville, NC. Nordfab is ISO 9001:2008 and ISO 14001:2004 registered, ensuring our dependability, quality, service, delivery, and minimum impact on the environment. From October 2015 to Present (1 month) Thomasville, NCPresident, General Manager @ Oversee production, quality control, purchasing, human resources, accounting/controlling, sales, customer support, engineering, and validation across simultaneous plant and engineering locations with an automotive tier 1 and 2 supplier. - Consolidated locations, merged to two locations streamlining customer service and sales from previous high cost areas. - Lead transition from old fashion standard production to engineered special parts, utilizing CIP and KAIZEN events at multiple plants. Constant focus on 5S to move from less desirable environment to state-of-the-art manufacturing facilities. - Increased sales +30% within the Automotive segment (and +12% overall), by building up a Business Unit structure with engineering and application teams supporting regional salesforce. - Complete overhaul of management focus, introducing MbO and clearly defined responsibilities and accountability. - Hired and introduced new managers for Plant, Production, Customer Service and Quality. Supervised new team, motivating them to reach a significant higher standard to meet and exceed Automotive Customers expectations. - Led introduction of two new tool product lines for the North American Market - Moved production of three fasteners product lines from the UK and Germany to North American, maintaining customer service levels. - Started suppling GM as a Tier 1 supplier, a first for the company in the US. Thereby introducing one-piece-flow for assembly, achieving 100 % On-time-delivery and 0 PPM. - Established teams to achieve QSB Certification (GM) and TS16949 within 12 months. - Lead project to gain business with Tesla Motors, utilizing a comprehensive sales and marketing plan. With over 60 years of designing, manufacturing and technical expertise GESIPA® are world leader in producing an extensive range of fastening solutions. GESIPA® manufactures blind rivets, rivet nuts & studs and tools at 6 company factories located in the United States, Germany, England and China. From December 2013 to September 2015 (1 year 10 months) Mocksville, North CarolinaSenior Vice President @ Directed United States Gulf and West Coast operations and projects charged with the repair, service, and upgrade of reciprocating and rotating equipment for the refining and petrochemical industry. - Steered the Merger of Three Companies after a Previous Acquisition and architected/implemented new internal processes and procedures while minimizing downtime, losses, and employee disrupt. - Restructured Management and a 150+ Workforce while Empowering Cohesive Teams to Exceed all Business Objectives by providing leadership, direction, and training. - Led Complex Projects throughout their Lifecycles, from customer engagement/bid processes to final delivery. Oversaw project budgets, scheduled project milestones, and aligned tasks with staff strengths to meet all timelines/fiscal objectives. - Streamlined the Firm’s Services and Product Portfolio to become a “one stop shop” and decrease competitor influence. - Maximized Profits and Revenues by developing operating strategies, implementing cost containment initiatives, and negotiating win-win contracts with third-party vendors and suppliers to secure quality products at competitive pricing. - Fostered Business Relationships and Developed Marketing Plans to expand services and increase overall business. From June 2011 to November 2013 (2 years 6 months) Houston, Texas AreaPresident @ Oversaw production, quality control, purchasing, human resources, accounting/controlling, sales, customer support, engineering, and validation across simultaneous plant and engineering locations with an automotive tier 1 and 2 supplier. - Championed the Complete Overhaul and Turnaround of the Organization to Reestablish Customer Trust and Deliver New Profits by renewing the management team, introducing an executive summary to analyze/monitor critical metrics, and focusing on quality and production. Upon hire, two existing programs (Mercedes and BMW) were experiencing abundant quality issues, two newly launched programs (Ford and Chrysler) were suffering complex quality and capacity problems, and a new large-scale development project with GM was facing peril and termination. - Launched Four New Programs with Close-to-Zero Defects within time and budget requirements during the North American Automotive Industry recession, while the firm was facing immense challenges. - Attained Zero Lost Revenues for products, tooling, and ER&D reimbursements while two of our largest OEM clients filed for Chapter 11 bankruptcy. - Led the Quality Management System and Passed all Audits for TS16949 Recertification during the reorganization. - Established a New Production Team and Quality Department from the Ground Up to reduce quality defects and spills. - Leveraged Expertise in Employee Relations to Hire, Train, and Manage Multidisciplinary Teams of 100+. Provided performance feedback, conducted evaluations, initiated merit increases/promotions, and processed terminations. - Introduced a Transparent Tracking System to communicate performance vs. targets and identify improvement initiatives. - Implemented a Complete Production Line with the State-of-the-Art Poke Yoke Error Proofing System that ensured time and budget adherence. From July 2007 to June 2011 (4 years) Greater Detroit Area, MI & Auburn, ALGeneral Manager @ Managed products, technical specifications, sales, and marketing responsibilities for an after market and semi-OE product portfolio (sunroof, parking heater, seat heater, roof glass panels) and 40 employee division of an automotive tier 1 and 2 supplier/aftermarket; incorporated core values of safety, quality, and employee relations to successfully oversee division personnel and lead global (Holland/Germany) new product development, a $40M sales budget, project development/ milestones, and overall P&L. - Built the Division and Staff from the Initial Stages to a Successful Global Operation. Created operational procedures, business plans, and distribution structures to grow a revenue stream from $300 to $3.2M in less than two years. - Grew Alliances with New and Existing Customers to Increase the Fiscal Vitality of the Department. Secured new clients for the semi-OE program (second stage manufacturing) and strengthened existing customer relationships to decrease competitor influence and increase market share. - Steered the Successful Turnaround of a Low Performing Business Unit. Maximized resource utilization, launched a new sunroof, and moved manufacturing to North America from Italy. From August 2004 to July 2007 (3 years) Greater Detroit Area, MIGeneral Manager @ Tapped to steer operations, personnel, budgets, P&L, sales, and marketing across numerous profit centers for a $14M automotive tier 1 supplier/aftermarket in Scandinavia; built vendor relationships with premier firms (Webasto, Siemens, VDO, Recaro) across Germany and served as the lead sales contact/account manager for the top 10 clients; recruited away by a supplier, Webasto, to develop their North American parking heater business.  Launched and Managed a Retrofit Campaign for Tachographs with HD Trucks.  Surged Annual Sales 8% for Six Consecutive Years to maintain a target profit margin.  Piloted the Webasto Profit Center to the #1 Profitable Center in the Organization (1998-2003).  Reversed the Downward Trend of Profit Center Multimedia and halted further financial losses. From November 1991 to August 2004 (12 years 10 months) Stockholm, SwedenProduct Manager @ From March 1988 to October 1991 (3 years 8 months) Stockholm, Sweden. @ From January 1986 to March 1988 (2 years 3 months) Ingolstadt, Germany

DIHM Master, Business Administration and Management, General @ IHM business school From 1996 to 1997 DIHM Marketing, Marketing/Marketing Management, General @ IHM business school From 1990 to 1992 Erik Olshall is skilled in: Automotive, Vehicles, Manufacturing, Product Development, Sales Management, Strategic Planning, Continuous Improvement, Lean Manufacturing, Engineering, Business Strategy, New Business Development, Team Building, Negotiation, Logistics, Kaizen, Supply Chain Management, Purchasing, Program Management, Business Development, Cross-functional Team..., APQP, Process Improvement, Management, Leadership, Operations Management, Contract Negotiation, Project Management, Budgets, Business Planning, Six Sigma