Christopher Hinman has over 20 years of experience in manufacturing leadership roles. He has a proven track record of launching new facilities and products on time and under budget. Hinman is skilled at implementing lean manufacturing principles to improve quality, reduce costs, and increase production outputs. He has extensive expertise in welding engineering, robotics, and automation technologies.

1. C H R I S T O P H E R M . H I N M A N
2825 LANKFORD DRIV E  LAW RENCE, KS 66046  785-236-0948  CMHINMAN@HOT MAIL.COM
www.linkedin.com/in/chris-hinman
S E N I O R M A N U F A C T U R I N G L E A D E R
 Over 20 years of operational and staff management experience generated exceptional revenue growth,
product quality, cost savings, and impressive safety records for several national manufacturers.
 Selected to provide 12 major product launches during career, including the opening of two Greenfield
facilities.
 Leader at providing process improvements and establishing new programs based upon lean
manufacturing principles and the Toyota Production System.
 Successful at managing staff to perform all types of resistance welding including Medar, Weldtronic,
Dengensha, and Takao.
 Established and improved ABB and Motoman robotics into production plants, which dramatically
increased on-time performance and fulfillment rates.
 Recognized as an expert in welding engineering and robotics, including material handling,
arc/resistance welding, and dispensing.
 Fostered effective relationships with all levels of staff, management, and vendors to conduct planning,
implement new procedures, and attain goals.
 Recruited by a local community college to teach three engineering courses entitled ABB Basics,
Advanced ABB, and Robotics Maintenance.
P R O F E S S I O N A L E X P E R I E N C E
Challenge Manufacturing Co.; Kansas City, Mo 2015 – Present
Engineering Manager
 Leadingthe delivery,installation,& launchof a GreenFieldPlanthousingoverFiftyMillion
dollarsinequipment.
 Leadingprocessimprovementstoimprove keydeliverables.
 Provide technical leadershiptoEngineeringandManufacturing teams.
 Developthe FacilitiesMaintenanceTeamtosupportthe plant.
 Developthe MROCrib systemwithinthe plantandrestructure the manning.
 IdentifyingareatalentandleadershipteamtoestablishstrongteamtolaunchKansasCityPlant.
 Lead corporate implementationof processdesignandcontrol.
 Directreportsin all areas12 leadersand18 hourlyassociates.
 Supporting200+ ABB IRC5 Robots,withMedarWeldControls.
KIRCHHOFF VAN-ROB - Manchester, TN; Shawnee, KS 2012 - 2015
PLANT MANAGER
 Direct plant operations and provide executive leadership for the Quality Control, Materials
Management, Production, and Skilled Trades Departments.
 Manage 125 direct reports to exceed organizational objectives at the Shawnee JIT facility that
manufacturers domestic automotive parts.
 Hire, interview, and train leading professional and manufacturing staff.
 Instrumental in establishing a new business model and negotiating United Auto Workers contracts to
ensure corporate profitability.
 Establish department goals, create the budget, and conduct KPI analysis to ensure top revenue
growth.
 Create process improvements by incorporating machine utilization to the business model designed to
redeploy assists.

2. C H R I S T O P H E R M . H I N M A N P A G E 2
Key Achievements
Provide senior plant management and generate $41 million of annual sales, consistently surpassing all
production targets. Conducted business analysis and restructured the Shawnee plant to operate as a JIT
facility. Executive management cut labor costs $500,000 a year.
 Full P&L responsible, reduced annual operating costs $250,000 by streamlining processes and
revamping shift work schedules.
 Integrated lean processes and implemented the Kirchhoff Automotive Production System (KAPS) with
the workforce. The new production procedures increased revenues $1.65 million within one year.
 Developed six managers and supervisors into advanced roles through effective coaching and
mentoring.
 Redesigned staffing operations, which reduced temporary personnel costs $100,000 a year.
 Improved the General Motors quality scorecard from a red to a green status by developing a leading
workforce and implementing process improvements.
 Introduced a preventative maintenance system, which improved machine uptimes and reduced
overtime costs.
 Relocated in 2013 to serve as a Plant Manager for the Shawnee facility.
 Effective organizational leadership, change management, and lean initiatives at the Manchester plant
produced a $500,000 cost savings within six months.
TENNECO AUTOMOTIVE - Smithville, TN 1990 - 2000, 2006 - 2012
VALUE STREAM MANAGER, SENIOR WELDING ENGINEER
 Managed production operations for Honda, Nissan, and GM Value Stream within the Emissions Control
divisions.
 Supervised and evaluated 100 employees to achieve metrics targets.
 Created and managed a multimillion-dollar budget to meet the plant Annual Operations Plan (AOP).
 Provided process improvements by utilizing KPIs and lean tool box methodology which increased
quality, safety, and production outcomes.
Key Achievements
 Improved manufacturing key indicator performance by implementing the Toyota Production System
(TPS).
 Mentored team leaders to achieve professional development goals.
 Steered value stream improvements at three corporate divisions in 2008, generated $2.7 million of
monthly sales, and reduced 30 day DOH ratio by 3.9%.
 Increased efficiency rates 24.5% and generated $300,000 of additional annual revenues by
establishing team leaders and reducing general labor employees.
 Cut operating costs $29,500 through the implementation of the Toyota Production System.
 Minimized scrap 28,300 a month by utilizing visual management tools.
 Led one of the largest corporate launches in history, while serving as a Plant Manager II for the Toyota
Tundra Program. During the 10 month period, managed 100 direct reports, established the Just-in-
Time (JIT) plant (valued at $170 million), and provided technical support for two national facilities.
 Recipient of three Customer Quality Awards from General Motors and Honda Manufacturing.
 Directed employees to achieve a zero defect rate for producing the General Motors Corvette in 2008.

3. C H R I S T O P H E R M . H I N M A N P A G E 3
L & W ENGINEERING - Lebanon, TN 2000 - 2004, 2004 - 2006
GROUP UNIT LEADER, SENIOR WELDING ENGINEER
 Promoted to Group Unit Leader to direct the Honda, Delphi, Mercedes and Nissan business units that
produced welded assembly products.
 Managed Quality Engineers, Automotive Technicians, and Maintenance staff in all phases of operations.
Key Achievements
 Established a cross-functional team to resolve internal and external manufacturing issues, which
improved corporate profitability and provided cost controls.
 Led a team to improve plant robotic MIG weld cycle time by 20% through the development of new
process parameters.
 Increased customer quality ratings and eliminated a third party vendor, reducing monthly costs by
$50,000.
E D U C A T I O N
 Manufacturing Technology Curriculum (42 credit hours) ▪ Kellogg Community College ▪ 1993 - 1995
 Diesel Technology Program (two year course) ▪ Branch Area Career Center (B.A.C.C.) ▪ 1993
A D V A N C E D T R A I N I N G
 MIG Welding Equipment Training ▪ Lincoln Electric, Miller Electric, ITW, and Motoarc ▪ 1995 - 2013
 Robotic Welding Technology Training ▪ Asea Brown Boveri (ABB) and Motoman ▪ 2004 - 2012
 Introduction of the Toyota System Training (two year program) ▪ Toyota ▪ 2006 - 2008.
Core curriculum included the Toyota Production System, Rapid Kaizen, 5S lean manufacturing, 7 waste,
Total Production Maintenance (TPM), Overall Equipment Effectiveness (OEE), and Visual Management.
 Advanced Programming using Motoman Training ▪ L & W Engineering ▪ 2002
 Programming and Troubleshooting Training ▪ L & W Engineering ▪ 2002
 Allen Bradley Controls Training ▪ Jackson Community College ▪ 2000
C O M P U T E R S K I L L S
 Proficient utilizing Excel, Word, PowerPoint, AutoCAD LT, Minitab, Microsoft Project, and Lotus Notes.