1. Jim Goshay Jr.
3157 Forest Grove Trail NW Acworth, Georgia 30101  614-946-8062 CELL  678-574-0634 HM  jimgoshayjr@yahoo.com
OBJECTIVE
To obtain a challenging management position within a company where I can fully utilize my diverse background and skills
in Plant Start up, Production Management, Warehouse Management, Quality, Auditing, Project Management, Lean
Manufacturing, HAACP, Plant Safety, Six Sigma, and Asset Protection.
SUMMARY OF QUALIFICATIONS
Proficient in all aspects of Manufacturing including Plant/Line Start up, Operations, Production/Assembly, Continuous
Improvement, Warehousing, Quality, Auditing, Lean Manufacturing, Project Management, Human Resources, HAACP, Six
Sigma, PPAP, FMEA, and Safety/EHS.
Extensive knowledge of Food, Beverage and Automotive Manufacturing environments
HR experience managing records, promotions, disciplinary actions, and insurance processing all through 7 years of US
Army Reserve as a Personnel Action Specialist (75E).
Experienced with Labor Unions and Non Union environments in various roles such as a Manager, Lead Steward, and
Elected Chapter Officer.
Certifications in Green Belt, Lean Manufacturing, ISO/TS 16949, ISO 14001:2009, HAACP.
Expertise in system applications including Microsoft Office, WMS, SAP and PLC.
Dedicated to nurturing progressive customer relationships through quality servicing.
PROFESSIONAL EXPERIENCE
9/13 - 12/14 Inalfa Roof Systems (Plant OEM Tier 1 AutomotiveSupplier of Sunroof’sfor BMW,Ford, Nissan and GM)
Cherokee Assembly Plant (approx 300 employees)
Manufacturing Excellence Manager
Responsible for Greenfield site Plant start-up to include all of Maintenance, Facilities, Quality, and CFT for Glass Bonding.
Plant OEM Tier 1 Automotive Supplier of Sunroofs for BMW, Ford, Nissan, and GM
 Worked with Construction company and contractors as primary contact to ensure plant built to specifications.
Tracked weekly cost and progress to guarantee building prepared on schedule and on budget.
 Evaluated and selected contract services for Plant at lowest total overall cost possible.
 Managed inside resources and worked with integrators on all line installations through the Advance corporate
team.
 Interviewed, Hired &Trained Maintenance Department consisting of 1 Maintenance Supervisor, 2 Controls
Engineers, and 7 Automation Techs. Responsible for 24 hour coverage and maintaining minimum of 96%
Availability.
 Designed and executed a TPM (Total Productive Manufacturing) program at all plant levels to empower/educate
employees on their important roles as stakeholders in the production process.
 Identified/ordered all spare parts for machinery to insure Line up time of goal of 96%
 Interviewed, Hired & Trained Quality Department consisting of 1 CMM (Computerized Measuring Machine)
Programmer, 3 Quality Techs, and 1 Material Receiving Inspector.
 Selected for a companywide CFT (Customer Focus Team) to Manage Glass Bonding Area. Interviewed, Hired &
Trained Supervisor for area and 15 Glass Techs to run line 24 hours/5 days week. Orchestrated successful start
up of Glass Bonding cell with no customer delays. Demonstrated efficient startup of line(s) while maintaining
budget and minimizing scrap to come in below estimated cost figures.
 Achieved successful ISO 14001:2009 Audit performed by outside company to transfer certification from Michigan
plant to Cherokee Assembly.
 Developed and implemented EHS plan/activities
 Prepared plant for ISO/TS 16949:2009 Audit for successful certification on first attempt.
 Initiated multiple customer Audits for product readiness to insure customers are provided with quality product.
These actions led to awarding of future business over $10 million dollars.
 Completed 4 Successful Customer Line Run-at-Rates (Two in one day, never accomplished before) thus enabling
company to successfully fulfill customer demands for orders on time.
 Certified ISO/TS 16949:2009 Auditor and ISO 14001:2009 Auditor. Additionally managed team of fellow auditors
that reviewed plant processes for improvements.
 Reviewed all expenditure requests and routed to MRO Buyer for final purchase to confirm all cost were within
budget to insure financial accountability.

2. 2
 Executed, reviewed and enforced PPAP’s, FMEA’s, and Work Instructions for all areas in the Assembly Plant.
 Established Budget for Maintenance, Facilities and Glass Bonding Departments.
9/00 – 9/13 Anheuser-Busch INBEV Inc.
Cartersville Georgia Brewery (approx.500 employees)
Business Process Manager (April 2012-September 2013)
 Supervised the #1 running bottling line in the Brewery. Total responsibility for maintenance, reliability,
scheduling, labor budget, process loss, and glass loss for process. Manage 75 + employees
 Trained the entire workforce on all three shifts to operate as a self-directed team
 Monitored critical control points to ensure consistency and quality of products to consistently achieve highest
efficiency and barrels per hour of all AB breweries.
 Used key financial drivers to control cost resulting in achieving 10% under budget and obtaining lowest variance
to planned production.
 Introduced new bottle sizes and packages to system while ensuring that Standard Operating Procedures (SOP’s)
were followed and safe work habits implemented.
 Led Safety Team and Plant has achieved 5 years without a loss time incident!
 Initiated TPM in Business Process to align assembly workers and maintenance personnel as an integrated unit.
 Implemented a daily maintenance work order process/review for group managers in post shift meeting that
increased monthly bottle line maintenance plan attainment by 29%. (From below 60% to consistently above
85%)
 Mentored, coached, and developed several group managers and co-op/interns on the overall bottle-line operation
and line flow, process improvement tools (such as abnormality reports and PDCAs), and operator/technician
management.
Area Manager – Operations (March 2004- April 2012)
 Directed up to 320 employees, 7 Supervisors and 2 lines, for 24-hour/7 day a week, $550M Operations
Department.
 Managed entire Packaging and Warehousing operation on a shift with responsibility for all bottle/can lines,
warehouse, quality control, and brewing operations for an 11% improvement.
 Identified problems by extracting, evaluating and utilizing data for process improvement which increased
efficiency and cut cost.
 Approved tanks of beer for Quality Department to ensure product met standard.
 Performed as Process Improvement Area Manager with responsibility for Plant Services, Technical Services,
Process Quality checks, and employee scheduling department.
 Insured weekly and monthly shipping objectives were obtained.
 Participated in daily/weekly management team meetings to monitor/track key company KBI’s.
 Served as a Plant first responder/EMRT team.
 Involved in the recruitment and assessment of potential new employees. Completed employee performance
appraisals and coached/developed staff members for career advancement within the company.
 Assisted HR with union issues as identified.
Columbus Ohio Brewery (approx. 600 employees)
Operations Group Manager (September 2000- March 2004)
 Directed supervisors for high-speed bottle/can lines, Keg line and warehouse operations to insure quality and
production requirements were met.
 Monitored employee’s use of Krones Labelers, Fillers, Packers, Crowner applicators, Angelus seamers, and Rolco
accumulation system to maintain first-rate safety practices.
 Executed line conversions and utilized maintenance employees to identify and reduce line downtime issues by
15%.
 Coordinated packaging/shipping of product while on shift and assigned people and resources as needed.
 Performed Warehouse Group Manager role.
 Completed timesheets and pay scheduling weekly.
 Performed SPC methods to control TPO’s (Total percent of oxygen) in product.
7/99 – 9/00 International Truck and Engine Corporation (Navistar), Springfield, Ohio
Lead Administrator (July 2000 - September 2000)
 Managed $18M Operations department with 7 direct supervisors, and 179 hourly employees.

3. 3
 Performed administrative duties for Power train/Engine Department including: Job vacancies, overtime
calculations, vacation approval, departmental reports, and investigation of department incidents.
 Lowered overtime costs for department by 35% through proper use of department staffing and resources.
 Assisted in training in new Cab Stamping Facility. Start up.
Manufacturing Team Leader/Line Supervisor (July 1999-June 2000)
 Provided leadership and direction to the production organization.
 Worked directly with maintenance and engineering on downtime identification and resolution.
 Developed training requirements to assure technical proficiency of production employees.
State of Ohio Department of Youth Services. Opportunity Center. Columbus Ohio
Duty Officer - December 1997 to July 1999, JCO 95-97, Activity Therapist 94-95
 Acts as coordinator of institutional operations in the absence of Institution Superintendent.
 Act as liaison between staff, treatment units and administration to ensure consistent application of policies and
procedures.
 Supervise staff assigned to institution.
 Makes temporary changes in staffing patterns as necessary.
 Schedule overtime to meet established staffing patterns.
 Ensures the care, safety, security and supervision of youth and facility.
 Served on Statewide Health and Safety Team Auditing institutions around Ohio
United States Army Reserves
75E-Personnel Action Specialist - October 1987 to April 1994 Honorable Discharge
 Perform Personnel Actions.
 Perform Human Resources responsibilities.
 Coordinate record system of military personnel.
 Calculate retirement schedules.
 Process documentation for insurance, payroll, promotions, demotions, assignments, and flagging/disciplinary
actions.
 Manufactured identification cards.
EDUCATION
West Virginia State College Institute, WV
Bachelor of Arts, December 1993
ARMED FORCES
United States Army Reserve USA
75E, Personnel Action Specialist.
1987-1994 –Honorable Discharge
REFERENCES
Available upon request