Curtis Turner Jr. has over 20 years of experience in operations management and lean manufacturing. He has held several plant and operations manager roles where he implemented continuous improvement strategies to reduce costs and increase efficiency. Some of his accomplishments include leading kaizen events that improved production line efficiency by 5% and saved $56,593, and driving safety initiatives that reduced recordable incidents by 26.4%. He has a master's degree in leadership development and green belt certification in six sigma.

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