1. James M. Marshall 3405 Hibiscus Drive Wylie, TX75098
734-646-7475
jimmarshall48103@gmail.com
Accomplishments by company and position
ICF International as Technical Specialist & Management Consultant
Based on my success on the prior project for ICF International, I was hired full time to help ICF work
on their new project for the US Government (USDA/RUS Project) as Manager – Case Management
Successfully developed a process to review US Government applications to given policies &
procedures
Designed and optimized process for full application review from initial collection of applicant supplied
materials through delivery of applicant ABS (Applicant Briefing Summary) documents
Optimized and improved application review process yielding less than a 1% error rate, as well as an
improvement in scope and time
Developed & implemented a Failure Analysis process & report format
Developed & implemented an application inventory management process
Created format for client deliverables – Job Spread Sheets, ABS & Job Summary
Optimized applicant ABS submission to client yielding an improvement in time – beat goal by over 2
weeks (20% improvement in time to goal)
Designed and managed creation of application review archive; resultant library was presented to the
client as their task reference tool
Provided issue analysis support to the Senior Project management & in response to specific client
requests
Provided direction & format for creation of client deliverables
Provided concept & process structure for improved processes for Round 2 of the project – Automated
reporting, coordinated inventory management & file process structure
Developed reputation for helping other teams solve complex problems to keep program on plan
Providence Engineering & ICF as Grant Review Manager & Management Consultant
Led Grant Review teams to improve performance, yielding a return to current status for the project
Restructured Grant Review cell structure & process yielding more than a 400% improvement in
output
Restructured the Final Review process yielding a 20% improvement in output
Provided management/leadership to optimize inventory management towards accomplishment of
project goals
Provided technical assistance to senior management in policy interpretation and special project
processing to given goal objectives
Restructured project Due Diligence process to provide needed, overall project support; success
allowed absorption of IVT Due Diligence process
Developed and improved activity reporting to yield management information flow on a daily basis
Improved team morale, team work spirit and team level actions, all supporting productivity
improvement actions and results
Developed reputation for helping other teams solve complex problems to keep program on plan
Led client directed ‘fire drill’ activities, related to Grant Review through the end of the program
Sur-Flo Plastics & Engineering, Inc. as President & CEO
Successfully turned company around starting first year (2001)
Recorded four of five years of record profits
Paid off all bank debt during career term
Provided leadership to any and all company functions & areas
Re-engineered manufacturing into cell configuration
Reduced breakeven point
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2. James M. Marshall 3405 Hibiscus Drive Wylie, TX75098
734-646-7475
jimmarshall48103@gmail.com
Implemented cost reduction culture
Improved program management to match industry expectations
Re-engineered quality to improve same with various customers
Changed business focus on alternative customer base
Consumer products
OEM Automotive Transplants
Built and developed team culture
Developed and implemented ‘zero defects’ mindset & culture
Ligon Brothers Manufacturing Co. as Director of Operations & COO
Returned company to improved profitability and sustained payment of profit sharing
Implemented culture of cost reduction and cost savings
Re-engineered quality system to better support customer expectations
Restructured business into business units and business unit teams to better manage planned growth
Improved program management skills of engineering group to better address on-going new program
launches
Developed team based culture company wide
Developed and implemented ‘zero defects’ mindset & culture
Implemented aggressive ergonomic analysis & improvement of work cells to reduce risk
Developed and implemented a fair & equitable compensation policy & system for all hourly & salary
personnel
Implemented team approach to building new tooling which resulted in improved cost structure and
results
Restructured manufacturing supervision to improve management of this critical company function
Improved company focus on customer satisfaction and attainment of on-going production schedules
Improved owners desire to remain debt free (or low debt) in spite of industry pressures
Reduced breakeven point
Restructured burden rates to better match industry and company expectations
Convinced owners to hire professional accounting help to better understand standard costs,
implement a robust standard cost system and subsequently, where profit growth was being
propagated
Improved on-time PPAP record
Provided leadership to all areas & functions as needed
Hawthorne Metal Products; Talon Automotive as Vice President
Note: Accomplishments primarily during first stint with Hawthorne due to short time with them the second
time (1994).
Returned company to management control and leadership
Restructured manufacturing supervision to better manage facility
Created ‘rolling’ 4 week schedule technique
Improved on-time production and delivery
Reduced inventories
Dramatically reduced overtime
Implemented team based culture which resulted in improved salary morale
Implemented aggressive cost reduction & containment program and culture
Implemented cross functional teams to address quality issues
Improved direct labor efficiencies by over 13%
Improved profitability & productivity as a result of many actions taken
Improved union/management relationships
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3. James M. Marshall 3405 Hibiscus Drive Wylie, TX75098
734-646-7475
jimmarshall48103@gmail.com
Modern Tools – a Division of LOF as General Manager
Restructured business to eliminate front line supervision vs. implementation of area manager
concept
Realigned company to be able to operate on 3 shifts improving time to market for tools, molds and
secondary equipment
Implemented team approach to building tools/molds
Implemented TQM in this union, mold shop
Implemented ‘quality circles’ to allow employee engagement in addressing of functional issues
Team efforts resulted in lowest labor cost per hour in more than five years
Industry recognized improvements resulted in award of several premier programs from a truck OEM
ITT Hancock – a Division of ITT Automotive as Plant Manager
Implemented process control planning
Improved relationships between corporate, union and plant personnel
Developed and implemented team approach to plant operations resulting in a 10% decrease in
overhead expense
Implemented a developed system to order steel
Reduced inventories
Improved inventory turns
Improved ability to make schedule all of the time
Led Taguchi ‘DOE’s’ to optimize design & critical characteristics of door hinge hardware
Improved plant productivity by 12% through resultant actions
Reduced scrap & rework to below budget amounts
Returned plant to ‘budget’ spending habits by restructuring & focused management concepts
Result of numerous actions was an improvement in profitability of the Jackson plant operations
Walker Manufacturing - a Division of Tenneco Automotive as Manufacturing Manager
Restructured engineering & manufacturing operations to better support plant/company objectives –
resulted in a 13% reduction of needed skills
Implemented Quality Circles & TAP teams to address various business & operations issues
Implemented aggressive SPC related programs to improve plant quality record
Led team use of Taguchi (DOE) to address various control issues
Returned plant to customer focus by making schedules all of the time, on time
Designed and implemented a new method of manufacturing to customer schedules
Resulted in improved plant productivity by over 24%
Reduced inventory levels
Improved manufacturing flexibility
Reduced plant overtime
Implemented aggressive cost reduction program
Designed and implemented a job description consolidation program to simplify operation of facility
Designed and implemented an improved labor reporting system
Developed and implemented a multi-faceted communications program to improve trust, credibility
and communications amongst all company personnel
Eaton Axle & Brake Division
Latter part of career resulted in four turnaround assignments
Gallatin, TN facility as Manager of Manufacturing Services
Implemented JIT & SPC programs
Henderson, KY facility as Manager of Industrial/Manufacturing Engineering
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4. James M. Marshall 3405 Hibiscus Drive Wylie, TX75098
734-646-7475
jimmarshall48103@gmail.com
Restructured engineering IT systems to identify opportunities, reduce labor content and improve
man/machine utilization
Program manager for $1.2 million dollar expansion program
Implemented line balancing program for axle assembly operations resulting in a major cost savings in
labor content
Chaired committee of plant personnel to formulate and implement JIT concepts inclusive of SPC,
KANBAN scheduling, improved through-put times and improved equipment set-up times
Cleveland, OH facility – earlier career prior to Henderson, KY assignment
Started my career as an Industrial Engineer involved with work standards, time studies, & facility
layout projects
Promoted to Division Packaging & Handling Engineer where we developed a new axle shipping
container system resulting in a major freight cost savings
Promoted to Supervisor of Facilities Planning working on two (2) expansion facilities
Added responsibility as ‘housing project coordinator’ responsible for team activities on a new facility
in TN (program in excess of $75,000,000)
Promoted to Manager of Divisional Plant Engineering where I worked with the plant engineering
team on improved program management practices resulting in all programs being returned to timely
completion status (turnaround assignment)
Promoted to Manager of Plant Engineering for the Cleveland, OH facility to be part of the team
working on returning this plant back to profitability & corporate strength (turnaround assignment)
Promoted to Plant Superintendent of the Cleveland, OH plant for career development and training
Promoted to Manager of Industrial/Manufacturing Engineering for career development and training
Promoted to Henderson, KY position (turnaround assignment) when announcement was made that
the Cleveland, OH facility would be closed; Corporate relocated to Galesburg, MI – small amount of
talent moved to positions in Henderson, KY & Glasgow, KY
Promoted to Manager of Manufacturing Services in the Gallatin, TN plant for career development and
training (turnaround assignment)
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