Gregory L. MoodyHuron OH 44839

H: 419.616.3883 • C: 419.656.7152 glmoody57@gmail.com • https://www.linkedin.com/in/gregorylmoody

Manufacturing / Maintenance Senior Operations LeaderStrategic visionary and diligent leader with demonstrated strengths developing and leading world-class operational excellence organizations to drive operational efficiencies and productivity levels. Serve as a hands-on leader without interfering or micromanaging, however, by offering effective feedback and coaching. Equipped with a strong background in all aspects of large or small, diverse and complex manufacturing and maintenance operations. Solve problems, unite cross-functional teams, and implement tactical plans that exceed expectations and meet organizational goals. Consistently gain buy-in of teams that achieve and exceed goals on time and under pressure. Foster an organization of accountability leading teams to succeed. Analyze and resolve problems from a unique perspective.

Areas of Expertise Business Process Improvement Performance & Productivity Improvements Lean Six Sigma Deployment P&L Accountability Cost Containment Union Relations Resource Management Short- & Long-Term Best Practices Supplier Relations Inventory Management

Operations Excellence Strategy Development & Execution Budget Management Project Management Organization & Talent Development Materials Cost Reduction Quality Management Next Generation Productivity & Maintenance Policies & Procedures Development Safety Compliance

Career Summary & MilestonesKYKLOS BEARING INTERNATIONAL (KBI); Sandusky, Ohio April 2006 — Present$330MM automotive bearing manufacturer, spin-off of Delphi CorporationManager of OperationsRequested to stay on board after the spin-off from Delphi to provide leadership to ~400 individuals. Lead the assessment of the manufacturing footprint directing performance and productivity improvement initiatives through the development and execution Lean strategies, utilization, and resource deployment for the enterprise. Drive both short-and long-term best practices to continuously improve operations. Determine potential consolidation, in-sourcing and other cost-saving opportunities. Promote accountability and responsibility through hands-on guidance. Maintain additional oversight similar to that at Delphi Corporation. Currently oversee 200 individuals in the manufacturing operations.

DELPHI CORPORATION, Sandusky, Ohio May 1976 — May 2006$440MM automotive bearing manufacturerOperations Manager for Manufacturing & Maintenance (October 2004 — April 2006)Advanced rapidly throughout career to positions of increased leadership. Promoted to direct all aspects of core business and operational development functions (e.g. purchasing, HR, finance, quality control, materials management, engineering) within manufacturing operations. Managed an operating budget of $38MM, a direct labor budget of $8.6MM and indirect labor that generated sales dollars of more than $440MM. Provided leadership to a workforce of 265 hourly, seventy skilled trades, and eighteen salaried employees comprised of manufacturing engineers, maintenance supervisors, manufacturing supervisors, and quality engineers. Implemented quality metrics to track business needs and lead diverse projects. Consistently adhered to quality compliance policies and procedures based on TS16949 specifications and customer

specific requirements. Oversaw direct systems implementation to support major contracts with General Motors, Chrysler, and Ford. Challenged to provide leadership, deploy necessary resources and drive improvements in under-performing areas

that included production, maintenance, inventory control, engineering and team output using Lean methodologies.

Gregory L. Moody – Page 2H: 419.616.3883 • C: 419.656.7152 glmoody57@gmail.com • https://www.linkedin.com/in/gregorylmoody

DELPHI CORPORATION … continued

Maintenance Superintendent (November 1997 — September 2004)Reporting to the Plant Manager, planned and led maintenance department strategies supporting business goals and plant objectives. Established and implemented maintenance procedures, standardized work and preventative, corrective and predictive maintenance programs. Utilized team building skills with team members, senior level management, union leadership, engineering, suppliers, and internal departments to coordinate projects from conception to completion. Introduced, evaluated and procured predictive maintenance technologies including laser alignment, vibration

analysis, thermography, high-speed video, and tribology. Implemented MAXIMO into daily maintenance and manufacturing operations. Maintained oversight of construction activities utilizing the plant’s skilled trade’s workforce working collaboratively

with outside contractors hired through a bidding process. Reviewed prints with both parties during plant, cafeteria and hospital renovations to ensure adherence to all local, state and federal guidelines and mandates.

Technical Advisor (1992 — 1997)Conducted assessments of manufacturing operations to provide focused performance improvement opportunities to increase production efficiencies, eliminate waste, reduce inventory and lead times, and increase quality. Established the future manufacturing footprint by developing standard manning for manufacturing, indirect and skilled trades. Negotiated agreement with Union and management setting precedence for future vision for all new work coming

into the plant in regards to job classification structure. Established standard manning and component flow with a cross-functional team that implemented $120MM in new

equipment for twelve straight lines cells. Provided leadership to a cross-functional team that implemented $72MM in new equipment for six U-shape

manufacturing cells. Automated four manufacturing cells to a robotic quick change over cells that consisted of twenty-six robots for both

spindle and hub line for a total cash outlay of $52MM. Reduced eight-hour die changeover for hole-making process on the Schmidt Press to ten minutes utilizing quick

changeover principles. Provided technical support to Cadiz, Spain operations for component manufacturing in area of grinding. Procured and led installation of new equipment for U-shaped and straight line manufacturing cells.

Note: Information regarding earlier Delphi positions is available upon request.

Professional DevelopmentDelphi Manufacturing Academy: Kaizen, Team Concept Training and Quality Systems

Thermography Training SeminarGeneral Physics Corporation: Statistical Process Control Fundamentals

Lorain Community College: Basic Hydraulic, Electrical Pneumatics, PLC5, Robotics - 1996Rosemont-Chicago: Reliability and Maintainability Training

TPM Developmental Program for Maintenance and TPM Equipment PlanningUniversity of Toledo: Achieving Total Productive Maintenance

Terry Wireman: Total Productive MaintenanceBlanchard Training & Development: Situational Leadership

W&W Turning Division: GE 2000T ProgrammingKepner Tregoe: Analytic Troubleshooting

GMI Engineering & Management Institute, Spray Paint DefectsCrosby Quality College: Quality is Free

DuPont Safety Training