1. James M. Marshall 3405 Hibiscus Drive ♦ Wylie, TX 75098
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, TX 75098
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, TX 75098
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, TX 75098
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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