James M. Marshall has over 40 years of experience leading manufacturing operations and driving business turnarounds. He is skilled at implementing lean techniques like 5S, JIT, and Six Sigma to reduce costs and improve productivity. Marshall has held executive roles with companies in various industries, helping them improve profitability through process optimization, team building, and metric-driven performance.

1. James M. Marshall 3405 Hibiscus Drive ♦ Wylie, TX 75098
734-646-7475
jimmarshall48103@gmail.com
Senior Executive Turnaround ♦ P&L Growth ♦ Team Building & Development ♦ Lean Manufacturing
Leading talented company skills to change their business performance to improve profitability, eliminate waste, focus on
metric driven performance and improve customer satisfaction.
An executive and business leader with proven success in profit and productivity Lean Manufacturing, 5S, JIT, TQM & Six Sigma
Methodologies ♦ Quality System Re-
improvement in diverse businesses from plant start-up, through existing
engineering ♦ Team Creation, Building &
plant/process optimization, business turnaround and subsequent business growth. Motivation ♦ Effective Program Management
♦ Business/Company Turnaround
Skilled at employee empowerment and involvement in all aspects of the business ♦ Productivity Improvement & P&L Growth
to improve customer satisfaction, drive attainment of goals/objectives and ♦ Manufacturing Process Re-engineering
improve financial performance – all through use of various measurable techniques. ♦ Cost Reduction & Standard Cost
Improvement ♦ Use of Metrics to Drive
Developed reputation for leading change in businesses, companies and Performance ♦ Industrial Engineering Based
Process Improvements ♦ Business & Strategic
organizations through use of Lean Manufacturing, 5S, Zero Defect, JIT, TQM,
Planning ♦ Zero Defects ♦ Engineering
Sustainable Engineering practices and Six Sigma methodologies. Sustainable Systems
Executive Experience
Gerson Lehrman Group New York, NY, 10/2010 – Current
Council Member, Consultant & Subject Matter Expert
Contracted by this company as a subject matter expert to provide advice on related client projects based on my technical,
industrial and related career experience.
ICF International Fairfax, VA, 8/2009 – 7/2010
Management & Consulting
Hired to be a technical advisor and consultant for a new project that ICF landed for the US Government. Position
responsibilities focus on process development from given policies, and assembly of team (direct leadership for Case
Managers) to perform at production requirements, all to given objectives.
• Optimized Grant Review processes yielding an improvement in scope and time for designated tasks
• Optimized process for full application review from initial collection of applicant supplied materials through delivery of
applicant ABS (Applicant Briefing Summary) documents
• Optimized applicant ABS submission to client yielding an improvement in time – beat goal by over 2 weeks (20%
improvement in time to goal)
• Led creation and distribution of production reporting to all teams to insure goals and objectives were met
• Designed and managed creation of application review archive; resultant archive library was presented to the client as their
task reference tool
• Developed reputation for helping other teams solve complex problems to keep program on plan
Providence Engineering Baton Rouge, LA, 8/2008 – 6/2009
Management & Consulting
Hired by this engineering and consulting firm to provide management/consulting skills for a selected client, ICF International
in Fairfax, VA. Direct leadership to the Grant Review Group resulted in an improvement in processes used by Grant Review
and Final Review, as well as productivity improvements to production output.
• Restructured Grant Review teams yielding an improvement in productivity greater than 400% with no change in the
quality of output
• Restructured Final Review group yielding an improvement greater than 20% in output
• Improved team morale, team work spirit and team level actions, all supporting productivity improvement actions and
results
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2. James M. Marshall 3405 Hibiscus Drive ♦ Wylie, TX 75098
734-646-7475
jimmarshall48103@gmail.com
• Productivity improvement results put the program back on track
• 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
Richard Tool & Die New Hudson, MI, 4/2007 – 1/2008
Director of Engineering/Estimating
Hired by this company that builds the largest metal shaping tools in the world to lead the engineering group, change the
company culture to a team based organization and engineer an improved business quoting model.
Sur-Flo Plastics & Engineering Warren, MI, 12/2001 – 1/2007
President & CEO
Leadership for company turnaround as started by bank/owner appointed turnaround consultants. Position had full profit and
loss responsibility reporting to the owners of Sur-Flo and was responsible for all parts of the business from sales through the
manufacture of injected molded components.
• Leadership/effort resulted in a return to profitability starting the first fiscal year – FY2002, FY2003, FY2004 and FY2005
resulted in record profit years despite industry duress in our chosen markets.
• Led conversion of manufacturing facilities utilizing 5S practices, cellular manufacturing and Lean Manufacturing techniques
to eliminate waste. Projects implemented contributed to P&L growth.
• Led conversion of engineered solutions utilizing ‘Zero Defect’ concepts resulting in reduction of defects generated by
processes.
• Led the use of recycled materials to reduce the need for virgin materials in OEM applications (LEED designs)
• Led the conversion of facility operating practices to minimize the use of natural gas, electricity and raw materials through
sound process re-engineering practices
• Converted program management practices to a team based process yielding 100% on-time PPAP submissions for all new
projects and programs.
• Fostered and led a strong cost reduction and cost savings culture in all aspects of the business.
Ligon Brothers Manufacturing Almont, MI, 3/1995 – 10/2001
Director of Operations & COO
Joined this company to lead the evolution into a team based culture company wide, lead the manufacturing, human
resources, engineering and quality groups, as well as develop new opportunity quoting policies and direct sales activities
towards attainment of owner direction/objectives. Company manufactured stampings, related assemblies and plastic/rubber
extrusions for various industries and markets.
• Under my leadership, profitability was strengthened resulting in the lowering of the 'breakeven point' by almost 15%.
• Successfully implemented the 'business unit' concept of operating the various company businesses inclusive of asset
consolidation, rearrangement for improved efficiencies and elimination of non-value added actions.
• Developed a cost savings and cost reduction culture in all affected parts of the business and company contributing to profit
growth.
• Developed and implemented a team based program management process resulting in 100% on-time program and project
launches.
• Led development of a ‘Zero Defects’ process for all new program launches and engineered customer solutions resulting in
greater process capabilities.
• Successfully led development of a team based culture, companywide.
• Restructured new tool build into a team based process yielding improved time-to-market and lower, generated costs.
• Implemented sustainable engineering practices by increasing production output/machine hour, reducing time to produce
extrusions from start-up, as well as the use of engineering recycled materials (LEED designs)
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3. James M. Marshall 3405 Hibiscus Drive ♦ Wylie, TX 75098
734-646-7475
jimmarshall48103@gmail.com
Hawthorne Metal Products (Talon Automotive) Royal Oak, MI, 6/1994 – 1/1995
Vice President of Operations
Re-joined Talon Automotive Group to participate in the acquisition of stamping related businesses. During the 'due diligence'
phase of the major acquisition, it was determined that the purchase of this specific business could not go forward and the
corporate strategy would be changed.
Modern Tools Toledo, OH, 12/1991 – 6/1994
General Manager
th
Led this division of Libbey-Owens-Ford (LOF) back into the '20 Century' and to industry excellence. Division engineered/built
molds and secondary equipment for the SMC industry serving aerospace and automotive customers. Pilkington (parent
company of LOF) and LOF decided in early 1992 to divest themselves of 'non-core' businesses; it was decided that Modern
Tools would be sold as soon as a buyer could be found.
• Led conversion of management of die building to a team based process, reduced manufacturing supervision and
implementation of area manager concept yielding improved management of dies (scope, time and hours content) by Die
Team Leaders.
• Leadership and team based changes/efforts resulted in one of the lowest labor costs per hour in many years.
• Implemented use of recycled materials in gage building, mold building for short run products and ‘lights out’ facility
operation practices
• As a result of my leadership from TQM related changes, VOC information and team building efforts, Modern Tools
successfully landed two (2) $ 5,000,000 programs for a large automotive OEM resulting in the beginning of the 'turn around'
process of the company.
Hawthorne Metal Products Royal Oak, MI, 8/1990 – 12/1991
Vice President
Hired by this automotive component supplier to lead the manufacturing/operations group towards improved profitability
and support to planned growth. Responsible for manufacturing, quality, union/management relationships, materials
management, manufacturing engineering, and IS/IT systems management and development. Company manufactured sheet
metal stampings, related assemblies and Class A body panels for the automotive industry.
• Inventories were reduced by over 30% through implementation of JIT techniques and cellular manufacturing, profitability
improved (1991 was a record year) and management/union relationships bonded to set the stage for a continuation of
company growth. All plant and corporate relationships were positively impacted by team building activities.
• Fostered and implemented an aggressive cost reduction and cost savings culture in all parts of the company.
• Led manufacturing management to change how they managed labor assets resulting in an improvement in measured labor
efficiencies by more than 13% and improved performance to production schedules.
• My style of leadership of the company resulted in improved business relationships between salary, hourly and union
personnel.
• Led creation and implementation of a cross functional team approach to address quality issues, challenges and objectives.
• Led the implementation of manufacturing of OEM parts from offal scrap from production processes
ITT Automotive Jackson, MI, 12/1988 – 8/1990
Plant Manager - Hancock
Employed by this division of ITT Automotive to lead the Jackson plant team towards excellence in the manufacture of door
hinge and other body hardware systems. Responsible for all aspects of manufacturing, plant engineering, human resources,
quality, customer relations, cost accounting and productivity improvement programs.
• Profitability strengthened through implementation of cellular manufacturing techniques, JIT philosophies, cost control
techniques and improved union relationships.
• Led Taguchi 'DOE' experiments which were successful in eliminating issues with hinge designs as discovered in VOC effort
activities.
• Led development of a cross functional approach to resolution of quality issues.
• Improved management/union relations building on this base to improve operations.
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4. James M. Marshall 3405 Hibiscus Drive ♦ Wylie, TX 75098
734-646-7475
jimmarshall48103@gmail.com
Walker Manufacturing (Division of Tenneco) Harrisonburg, VA, 5/1986 – 12/1988
Manufacturing Manager
Hired into new position at the Harrisonburg plant to drive productivity improvement programs. Managed all manufacturing,
engineering, plant inventories, current and future quality programs, employee involvement programs and cost reduction
activities.
• Improved plant productivity by 24%
• Implemented 'Quality Circles' and ‘TAP’ teams [productivity improvement teams]
• Implemented SPC programs/teams & use of Taguchi [designs of experiment]
• 1986 cost reduction - $3,100,000; 1987 cost reduction - $2,585,000
Eaton Corporation Cleveland, OH, 8/1972 – 5/1986
Various positions held during career with Eaton Corporation in the Axle & Brake Division manufacturing heavy duty truck
axles and brakes. Positions held from most recent through beginning were Manager of Manufacturing Services (Gallatin, TN),
Manager of Ind./Mfg. Eng. (Henderson, KY), Manager of Ind./Mfg. Eng. (Cleveland, OH), Plant Superintendent (Cleveland,
OH), Manager of Plant Engineering (Cleveland, OH), Manager of Divisional Plant Engineering (Cleveland, OH), Supervisor of
Facilities Planning (Cleveland, OH), Division Packaging Engineer (Cleveland, OH), and Industrial Engineer (Cleveland, OH).
Education
BS/BA, Management, Cleveland State University, Cleveland, OH
Undergraduate studies in Industrial/Mechanical Engineering, GMI & CSU prior to graduation
Coop Student & Management/Engineer Trainee - General Motors Corporation, Parma, Ohio
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