Tony Luce

Overseeing all levels and functions for the daily operations and business for Automotive, Medical Device, and Consumer Goods plastic injection molding manufacturing with 3 shift, 130 associates. Report to the President. · Create operational stability and conceptualized scalable roadmaps for business growth including E-Mobility transition and a vision for process improvements. · Develop and manage a budget for sound financial health and cash flow. · Create a culture of best practice and world class expectations with a continuous improvement spirit and employee involvement. · Direct the execution of manufacturing schedules based on sales requirements and plant capacity to deliver quality parts per customer expectations 100% of the time at the least possible cost. · Lead cost-saving initiatives throughout the operation from product design to customer satisfaction and warranty claims. · Established a work environment, conditions, and responsibilities that drive expectations of a “World Class” manufacturing site.

Selected to serve as Interim Plant Manager, overseeing all levels and functions for the daily operations and business for Automotive, Medical Device, and Consumer Goods manufacturing with 3 shift, 150 associates. Report to the CEO / President of North America. · Created operational stability and conceptualized scalable roadmaps for business growth including E-Mobility transition and a vision for process improvements. · Developed organizational key performance goals and manage the performance of staff to meet those goals. · Developed and manage a budget for sound financial health and cash flow.

Managed plant operations including Production, Materials, Maintenance, Training / Development and Continuous Improvement. Hilite is an Auto Tier1 manufacturing plant with 3 shifts and approximately 400 associates. Reported directly to the VP of Operations for North America. · Architected and executed the strategic vision. Authored scalable and sustainable strategies, created measurable metrics, identified risks and opportunities, instituted new processes, and re-engineered existing procedures to establish and continuously improve operational efficiencies and quality. · Conducted root-cause analysis and championed continuous improvement efforts. Led change efforts, serving as a bridge between leadership and cross-functional teams, ensuring alignment and buy-in on strategic initiatives related to operational efficiencies, customer delivery, and revenue growth. · Implemented a Job Class methodology, with succession planning for employees to be able to grow by learning new cross-functional skills.

Led plant operations including production, planning, maintenance, shipping and receiving for a consumer goods manufacturing plant with 3 shifts and approximately 100 associates. Directly reported to the Owner. · Led and managed direct reports, including 1 Production Manager, 3 Production Supervisors, 1 Maintenance Manager, and 1 Shipping / Receiving Manager. · Managed the development and improvement of manufacturing methods and processes to enhance profit and minimize investment while improving product quality. · Led the training and development of department staff, production associates, and skilled trade technicians to provide depth and flexibility of personnel, preparing for professional growth through added value and skills.

Traveled to USA facilities teaching Lean Yellow Belt and Green Belt to associates and staff, for a medical device, Global “Fortune 100” company. Reported to Corporate CI Manager (CIE). · Conducted plant kaizen events monthly throughout the USA. · Tracked multiple plant KPI improvements and reported out to Global C-level Management. · A key member of the team that developed the BOS (Baxter Operating System) which was a global standard implemented at multiple plants for operational excellence and best practices.

Responsible for production, purchasing, planning, shipping, and receiving departments, serving the medical device business sectors, with 3 shifts and approximately 125 associates. Reported to the President / Owner. · Scheduled production, purchased materials, and served as key customer contact. · Developed associate work instructions to help the company to pass the IS09001 certification process for the first time. · Implemented a Lean training program that included Kanban, 5s and Value Stream Mapping.