Jeffrey P. Callan, a specialist in launching and implementing programs for multi-plant operations for Ford Motor Company as well as launching Tier 1 automotive/ heavy truck program customers that included Daimler- Chrysler, General Motors, Nissan, Subaru-Isuzu, Toyota, Jeep, AMC, Freightliner, Mack Truck and Peterbuilt. His successful leadership of operational and systems improvement resulted in the achievement of Ford Motor Company’s Gold Award for performance in 1999. Jeff’s highly specialized methods in the automotive industry also included cost savings and quality systems improvements in multiple Tier 1 Automotive suppliers to obtain World Class Quality status. Utilizing root cause and corrective action methods, rightsizing and streamlining operations, Jeff reduces the overhead costs in QA departments while continuing to drive improvement in customer metrics. Jeffrey will impart his knowledge and wisdom of effective techniques in multiple successful launches, operational improvements, new business planning and staff mentoring.

Plant/General Management - Plant and operational management including budgeting, P&L responsibility, cost control, cash flow improvement, productivity and labor improvement, lean concepts, customer interface, inventory reduction, business transfers, and plant closure and consolidation.

Quality Assurance - Tier 1 automotive experience with the “big three” as well as Toyota, Nissan, Subaru-Isuzu. Skilled at customer mandated Quality improvement requirements including General Motors Top Focus and QSB activities. APQP, TS-16949, corrective and preventative actions, Kaizen, Lean Manufacturing through system drivers through-out the process and organization, team building, 5-S, PPAP, and new program launches.

Engineering - Strong APQP including all phases of new program launches. Customer support and interface at Tier 1 (B&A plants including Japanese transplants), Tier 2 and the heavy truck industry. Product components include molded plastics, Interior trim cover materials metal stampings and other metal attachment and structural components, foam and adhesives, fasteners and various trim materials used in assemblies. Tooling management including capital equipment as well as both primary and secondary tooling.

Systemic Improvement/Cost Reduction - Team building through cross functional systemic disciplines designed to raise skill sets of all team members while improving metrics. This employs tactical use of systems and “focus on the process” to drive improvements in cost, scrap, and defects. Employee involvement and ownership at all levels of the organization