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A Continuous Improvement and Manufacturing Engineering professional with 20 years experience implementing Lean Manufacturing principles and 15 years in Engineering. Experience in Automotive, Medical, Aerospace and Machine Manufacturing Industries. Has led 40+ Kaizen events in Union & Non-Union Plants. Trained at Motorola University for the Six Sigma Black Belt program. MBA and a BS MET Degree.

Project Manager @ • Responsible for the launch of 45 stampings & assemblies for the Ford V363 Transit. Manage the project by using Gantt charts to track all timelines and costs of the project from pre-award feasibility to post SOP project management Engineering support. • Work with Ford Purchasing to establish and resolve commercial opportunities for the Transit Program. • Work with the Ford & Tier one Customers to supplier parts for Program builds • Work with Ford Engineers on design feasibility, GD&T feasibility and design changes. Provide cost estimates to Ford Engineering on design changes. • Place Purchase orders for stamping tools, gages and purchase parts to support PPAP dates established in the APQP process. Facilitate the Product launch with Tool, Gage, Weld, Quality, Advanced Manufacturing Engineers and Plant Manufacturing & Quality Engineers. From September 2012 to Present (3 years 4 months) Business Unit Manager @ Responsible for the P&L of the Business Unit for shipping $65M to GM, Ford, Chrysler & Nissan. The business Unit was formed from functional operations requiring leadership, training & structure Decoupled assembly operations from Injection Molding Machines to form a stand alone Assembly Business with internal & external suppliers. The Business unit drove operational improvements of 20-50%. Decoupled assembly cells to form u-shaped cells utilizing Lean principles, 5S, JIT inventory delivery in a safe and world class quality environment. Developed a level load operations and materials schedule to track schedule attainment, communicate material demand, track efficiency and downtime to drive operational improvements to meet the company’s financial plan. From January 2012 to August 2012 (8 months) Materials Manager @ • Responsible for the scheduling, shipping, receiving of material, inbound & outbound freight and material purchasing in the US, Mexico, Canada & Europe for a $45M supplier with $2.1M average inventory. • Established a cycle counting, Receiving, Online Reporting processes, reviewed and adjusted all Production BOM’s and worked with Production to establish a robust Scrap reporting process to significantly reduce inventory losses. • Established Processes is Shipping to improve the relationship between the Customer & NYX • Implemented a Plan For Every Part (PFEP) and reorganized the Warehouses which identified all inbound & outbound material & Container locations. From April 2011 to January 2012 (10 months) Materials Supervisor - Contract @ • Responsible for the Purchase and Scheduling of Production, Service & MRO Materials. • Responsible for Customer Service, Shipping & Receiving. From September 2010 to April 2011 (8 months) Materials & Purchasing Manager @ • Responsible for the Production Materials Planning, Kitting & Change Management and Receiving Inspection with $3M in average inventory. • Responsible for Domestic & International Purchasing, Receiving and Shipping for Production, Engineering & Research From January 2009 to August 2010 (1 year 8 months) Materials Manager @ • Responsible for the scheduling, shipping, receiving of material, inbound & outbound freight and material purchasing in the US & Canada, for a $20M supplier with $1.1M in average inventory From September 2007 to May 2008 (9 months) Operations Manager @ • Responsible for the $4M Profit & Loss for the internal logistics operation and administration of the cost, plus customer contract for the production of 500,000 2.4, 2.0 & 1.8L Engines by GEMA annually From July 2006 to May 2007 (11 months) Materials Manager @ • Responsible for the Scheduling, Shipping, Receiving, inbound & outbound Freight and Material Purchasing in the US & internationally for a $200M supplier with an average inventory of $2.5M without banked material. QAD was the MRP system used From July 2005 to July 2006 (1 year 1 month) Lean Promotions Officer / Six Sigma Black Belt @ • Facilitated & reported all Jackson Plant Business & Operations Excellence activities that included Lean Manufacturing, Six Sigma & Manufacturing Project cost reductions projects in a TRW database. The plant realized a $2.5M annual cost reduction budget for the Jackson Plant Financial & Operations Plan From July 2003 to July 2005 (2 years 1 month) Manufacturing Engineering Manager @ • Led a Six Sigma Team to create and maintain a standardized engineering BOM for the Blow Molding Machine Assembly Line utilizing QAD/MFG/PRO that provided for multiple Machine configurations From June 2001 to January 2003 (1 year 8 months) Manufacturing Engineering Manager @ An ISO 9000 Manufacturer of Extrusion and Injection Reciprocating Screw Plastic Blow Molding Machines); (Led 4 Manufacturing Engineers to implement Lean Manufacturing on the Extrusion Blow Molding Machine Assy Line) Led a Six Sigma Team to create and maintain a standardized engineering BOM for the Blow Molding Machine Assembly Line utilizing QAD/MFG/PRO that provided for multiple Machine configurations. Led a Six Sigma purchasing Team to reduce Blow Molding BOM cost by $20,000 by creating, maintaining, quoting, negotiating and sourcing purchased standardized BOM kits. The purchased components were reduced from 800 components to 200 kits for 50 different configurations of machines. QAD was the MRP system used. Led a Six Sigma Team to created six Assembly Cell Flow Line for the Blow Molding Machine Assembly with a takt & cycle time of 5 days. Assembly hours were reduced by 40% and lead-time by 60% using Six Sigma, Lean Manufacturing, point-of-use visual Kanban system and DFM/DFA for Blow Molding Machine assembly. Maintained production pricing for kits and components for the Blow Molding Machine product line. Participated on the seven Waste Team where multiple waste opportunities were identified and eliminated. Implemented Engineering and ANSI Y14.5 drawing standards on Blow Molding Machine product line drawings. This program supports the company's ISO 9000 and Engineering Department objectives. Provided SQA between machined and assembled component vendors for continuous improvement opportunities and quality problems. Provided liaison services between vendors and Engineering for continuous improvement and deviation requests. From January 2001 to January 2003 (2 years 1 month) Manufacturing Engineering Manager @ • Managed Manufacturing Engineering during build-out of J69-T25 Gas Turbine Engine spare program and transfer the two Lean Cells for The Harpoon, JASSM & J69 Gas Turbine Engines programs to Alabama From January 1999 to March 2001 (2 years 3 months) Senior Manufacturing Engineer @ Responsible for production support, estimating, operations plans & cost structures for new production programs From June 1996 to January 1999 (2 years 8 months) Manufacturing Engineer @ Responsible for Manufacturing Engineering for production launch teams and existing Machining & Assembly Lines From May 1990 to June 1996 (6 years 2 months) Manufacturing Engineer @ QS9000 $200M Tier 1 & 2 supplier of machined and assembled engine, transmission and driveline components for GM; (Responsible for Manufacturing Engineering for production launch teams and existing Machining & Assembly Lines) Launched, tooled and programmed 10 new 200K+ P/Y automotive product lines in manufacturing cells at three Plants consisting of aluminum, cast and ductile iron components. These products were turned on CNC Mazak's & Okuma's, broached, drilled, balanced, assembled, induction heated, washed & painted on time and in budget. For these projects, $7M in capital was purchased in the APQP Launch Team where I was a member and leader. Participated in multiple Continuous Improvement & Kaizen events where Lean Manufacturing Training provided and the Teams realized significant improvements where in Materials Flow & Quality. Standardized the corporate wide machine tool purchasing practices by establishing vendor partnerships. Reduced cycle times by 50% using ceramic cutting tools when CNC machining cast and ductile iron parts. Advanced manufacturing engineering support and VA/VE was provided to estimating, by developing manufacturing estimates, processes for crankshaft dampers, and transmission pumps. From January 1990 to January 1996 (6 years 1 month)

Bachelor of Science, Mechanical Engineering Technology @ Central Michigan UniversityMaster, Business Administration; Operations Management @ University of Toledo Scott Morton is skilled in: Kaizen, Lean Manufacturing, Manufacturing, Six Sigma, Continuous Improvement, APQP, Manufacturing Engineering, PPAP