1. Curtis Turner, Jr.
5559 CresthavenLnToledo,Ohio43614 * 419-350-6680 * cturner280@ymail.com
PLANT / OPERATIONS MANAGER
Decisive,award-winningprofessional withahistoryof achievingmeasurable improvementsandcost
savingsacrosskeyoperational areasinchallengingmanufacturingenvironmentsutilizinglean
manufacturingprinciples.
 ContinuousImprovement  P&L Responsibilities  GreenBeltProjects
 Kaizen& 5s Events  Standard WorkProces  InventoryControl
 Team Management&
Training
 Lean Manufacturing
Management
 Facilitiesand
EquipmentControl
 Safety Management  Change Management  Project Management
 Logistics Management  Leadership
Development
 Labor Relations
Professional Experience
CHRYSLER AUTOMOTIVE/ WCM SILVER PLANT–Toledo,Ohio May 2016 – Present
UNIT LEADER
 Manage and provide leadershiptothe BodyShopBusinessUnitwithin aWorldClass
Manufacturing(WCM) methodologyutilizingleanmanufacturingtechniques.
 Responsible formeetingBusinessUnitmetrics - daily,weekly&monthly
 Train andprepare Team LeadersforWCM objective andgoal tobecome aGold Plant
 Lead Business UniteffortstoobtainzerodefectsbyutilizingWCMand leantools
 Engagedindrivingdownmicrostops,productionstopandover-cycles
FLEETPRIDE – Toledo,Ohio June 2015 – May 2016
PLANT MANAGER
 Directedandmanagedplantoperationswithrespectstoproduction,maintenance,quality,
safetyandinventorycontrol
 Coordinatedplantactivitiesthroughplanningwithdepartmental managerstoinsure the total
manufacturingobjectivesare accomplishedinatimelyandcosteffective manner
 Implementedcosteffective systemsof control forcapital expenditures,operating expenditures,
manpower,wagesandsalaries
 Establishedandmonitoredoverallplantperformance forproductionandqualitystandards.
 Forecasted,createdbudgetsandhandledP&Lresponsibilities
 Providedleadershipandtrainingtoaccomplishthe company continuousimprovementgoalsand
objectives
 Lead all LeanManufacturinginitiatives
 Heldsupervisorsaccountableforshopfloororganizationandplantcleanliness(5s)
 Provideddirection,developmentandleadershiptoproductionmanagersandsupervisors

2. FrozenSpecialtiesInc. –Archbold,Ohio February2015 – June 2015
SUPERVISOR/ CONTINUOUSIMPROVEMENTLEADER
 Coordinatedthe day-to-dayoperationsinafastpace unionenvironment(batchprocessing)
 Contributingtothe developmentof aleanculture byfacilitatingtrainingsessionsonthe concept
of leanmanufacturingandleadingKaizen(5s) eventsthatfocusedonleanvisibilityand
continuousimprovementawareness.
Campbell Soup –Toledo, Ohio 2013 – 2014
3rd SHIFT – SHIFT LEADER / CONTINOUSIMPROVEMENT
 Positivelycontributedtobuildingandsustainingadiverse,inclusive,engagedandsocially
responsible workplace focusedondeliveringbusinessresultswithintegrity.
 Responsible formeetingproductiongoalsanddirectingthe workforce
 Providedleadershipandtrainingincontinuousimprovementeventsandefforts
 Providedcoachingandmentoringtoall hourlyassociatesinthe developmentand
implementationof WorldClassOrganizational teamconcepts
 PresentedmonthlyGAPpresentationutilizinginformationfrombusinessunitmetricstoexpose,
solve andremedynegativeissuestoavoid repeating
 Leda GreenBeltProjecttoimprove efficiencyonlowestperformingproductionline.Improved
efficiencyby5%;savingthe company$56,593 withina3 monthperiod.
AmericanSteel –Toledo,Ohio(ExpressProfessional Agency) October2012 to December2012
2ND
SHIFT PRODUCITON SUPERVISOR
 Responsible for2nd
shiftoperationsandthe developmentof 4team leaders
 Provide leadershipfor20 weldersinthe weldingdepartmentand28 in the machining
department
 Maintainthe flowof raw materialsthroughthe machiningdepartmenttothe welding
department
 Supervisedoutgoingloadingandshippingschedule
 Supervisedpaintboothoperationforfinishedproducts

3. PioneerMetal Finishing –Minneapolis,Minnesota February2012 to September2012
3rd SHIFT OPERATIONS LEADER
Leadingthe effortsof expandingthe businessfromatwoshiftoperationtoa three shiftoperation
 Developed3rdshiftoperationstocorrelate withbusinessdemands
 Leading5s initiatives withtrainingtoolsandimplementations
 Responsible forproductiondailyworkschedule forproductionruns
 Communicatingwithuppermanagementona dailybasisconcerningthe state of the business
United Technologies Corporation- Cemcolift – Hatfield, Pennsylvania 2008 - 2011
BUSINESS UNITLEADER
Directeddailyactivitiesof 5teamleadersand115 employeesacrosstwoshiftsinafast-pacedunionized
leanmanufacturingenvironment;controlledoutputof businessunitwith$15.9M annual revenue
target.OversawEH&S (waste management)efforts,aswell asmaintenanceoperationsforentire plant.
Continuouslyassessedoperations,withafocuson costsavingopportunities;drove consistencythrough
introductionof standardworkpracticesthroughoutoperations,anddelivereddailyproductionreports
to uppermanagement.
SelectedHighlights
 Eliminatedqualityissuethathadtarnishedthe integrityof aproduct throughimplementationof
Lean manufacturingstrategiesthatutilizedACE (six sigma)tools.
 Ledseveral Kaizenevents
 Significantlyincreasedsafetyawarenessandengagement,whichminimizedrecordable incidents
– recognizedforplayinganinstrumental role inexceedingsite’sPeople Base Safety(PBS)
initiativesby26.4%.
 Leddepartmental costsavingsinitiativesthatresultedina$150k reductioninmaterial cost.
 Recognizedwithseveral Globe awards,includingawardforoutstandingperformance that
resultedinapositive effectonproductivity,safety,orservice rates; additionally,singledoutfor
promotinganethics-basedenvironmentforheadingupethicstrainingforall hourlyemployees.
Target Corporation – Phoenix, Arizona 2005 - 2007
LOGISTICS SUPERVISOR
Spearheadedoperationsof 35-memberovernightteam –ensuredoptimal coverage throughstrategic
schedulingof hours.Createdstandardoperatingpracticestomaximizeefficiency,flow andlogistics
proceduresforconsistency;monitoredemployeeactivitiestodrive compliancewithstandards.

4. Mechoshade Systems– Phoenix,Arizona 2003 - 2005
OPERATION/PRODUCTION SUPERVISOR
Drove efficiencyandexcellence throughouttwoproductiondepartments(materialsprocessingand
productmanufacturing),directing60-memberteamina schedule-drivenmanufacturingenvironment.
Plannedoperatingactivities,includingreview of productionorderstodetermine type,quantity,and
specificationof material tobe used.
NON- MANAGERIALROLE: CHRYLSER (UAW) - Perrysburg, Ohio 1996 to 2003
Education & Certification
Executive MBA – BowlingGreenState University,BowlingGreen,Ohio – In Progress
Master Degree in LeadershipDevelopment –PennState University,Malvern,Pennsylvania
Bachelor of Science inBusinessManagement – LourdesUniversity,Sylvania,Ohio
Associate of Science in ComputerScience – Mott CommunityCollege,Flint,Michigan
GreenBeltSix Sigma – More Stream University –SponsoredbyCampbell SoupCo.
Lean Six Sigma – VillanovaUniversity
Certificate inLean Manufacturing – ItoUniversity,Farmington,Connecticut
Food ProcessingManagementCertificate –Universityof Nebraskaonline
Better ProcessingCertificate – OhioState University –SponsoredbyCampbell SoupCo.
REFERENCES_UPON REQUEST