Jonathan R.

Hobgood
611 Circle Trace Rd., Monroe, NC 28110 home: 704.238.9828 work: 704.226.1000x4025 changeagent@bigfoot.com

OBJECTIVE PROFILE

Leading a team in a dynamic company to the highest levels of excellence in operations and business processes, resulting in a significant increase in profit, quality, and customer service. Proven leader with extensive experience optimizing operations and processes with a multinational automotive electronics manufacturer and high-tech start-up. Particular expertise in: Break-through optimization of manufacturing/business processes using Lean and Six Sigma tools. Launching business processes and Quality Operating Systems corporate-wide. Satisfying international customers, including those in Japan, Europe and Mexico. Designing and producing products with high volume, high mix, and high reliability requirements. Managing complex, technical operations and product issues on a daily basis. Developing and executing strategic operational plans for a plant and business unit. Determining and executing action for teams in a quickly changing environment.

EDUCATION

University of Michigan, Ann Arbor, Michigan

Bachelor of Science in Electrical Engineering, 1988-92

Lehigh University, Bethlehem, Pennsylvania

Masters of Science in Manufacturing Systems Engineering, 1995-96 One of five selected by Ford in 1994 for program.

EXPERIENCE HPower Corporation, Fuel Cell Startup Company

Director of Operations and Quality. February 2002 to Present Developing lean business and manufacturing processes to commercialize latest technology fuel cell products. Hpower is the first company (HPOW) to obtain CSA approval for commercial portable fuel cell products. Directed manufacturing team in launching 1kW portable and 5kW stationary, direct hydrogen, fuel cell products. Managing 6 engineers, 8 direct and 5 indirect employees. Results included: launching new fuel cell stack product with 73.7% yield,45% productivity improvement within two months with lean work cells,weekly on-time customer shipments. Developed and implemented key operational initatives, including: monthly scorecard and management reviews, defect analysis, lean assembly techniques, facility maintenance, a safety committee and OSHA complying practices. Led implementation of cross-functional corporate business processes (supporting future ISO certification), such as: corporate part numbering, product development, inspection and test, design reviews, engineering changes, drafting standards, supplier assessment and development, and product quality tracking and auditing processes. Part of the management team directing the future of the company in key areas, including: implementing MRP, insuring customer satisfaction, improving product profitability and reliability, lean manufacturing initiatives and training.

Visteon, Product Development Division, Michigan

Product Development Processes Manager and Six Sigma Black Belt. March 2001 to Feb 2002 Led team of 21 engineers,4 Black Belts, to integrate/deploy global optimal product development & business processes. Developing and deploying complete Visteon Product Development Process company-wide. This process spans project team activitiy from initial quotation and design optimization to production launch and delivery of products. Developing and deploying formal technical design review processes to improve quality and cost of products. Implementing prototype business processes company-wide to recover $18million annual revenue (Six Sigma project). Trained lean project team concepts corporate-wide using a pit crew model with actual NASCAR equipment.

Visteon (Ford components spin-off), Electrical Conversion Business Unit .Ypsilanti, Michigan
Lean Design Manager and Six Sigma Black Belt. June 2000 to March 2001 Directing 38 CAD designers and 6 Program Management Office personnel, working with engineering teams to reduce design time of alternators, starters, and wiper systems. Implemented lean concepts in design process such as design cells and operational measurements to monitor and improve the design process. Facilitated kaizan sessions and utilized process mapping. Launched a design center in India to lower design costs by 42% and work around the clock to speed development. Implemented Project Management Office insuring project management disciplines used throughout the business unit. Six Sigma Black Belt project resulted in greater than $464,000 annual reduction in CAD design labor costs and improved First Time Through in the engineering change process by 142% within 6 months. Page 1 of 4

Resume: Jonathan Hobgood (continued) Ford Motor Company-Visteon, North Penn Electronics Facility in Lansdale, Pennsylvania
Plant Material Flow Manager. September 1999 to June 2000 Managing the supply chain for all incoming materials, plant internal material flow and traffic inbound and outbound. Managing 100 suppliers, 2000 purchased parts ($1.8mil/day), 2 receiving docks,11 salary and 60 indirect employees. Designed and launched pull system for materials delivery, including visual line-side presentation and market places. Reduced purchased parts inventory from $10million to $9million while reducing part shortage downtime by 71%. Led one of four focus teams for tri-annual local contract negotiations. Championed Powered Material Handling Vehicle and dock safety for the plant. Launched Just-In-Time third party warehouse to hold supplier inventory within miles of the plant. Product Manager. November 1998 to August 1999 Operations manager for speed control products with annual volume of 4.3 million products annually (4.3sec takt time). Responsible for cost, quality and delivery of products to customers including Ford, Mazda, and Toyota. Generated more than $7million gross profit while directly managing fixed and variable cost totaling $13 million. Managed a 24 hour 3-shift operation, 80 direct and indirect laborers, 10 salaried engineers. Directed kaizen team initiatives resulting in 18% indirect labor savings, 12% direct labor, and 25% engineering costs. Determined plant direction and initiatives on plant operating committee: Safety, L&O, and lean initiatives. Led my production team to reduce customer sales returns from 815ppm in the previous year to 108ppm in 1999. Satisfaction and morale of team 9.8% higher than plant average according to annual employee surveys. Forward Manufacturing Engineer. March 1996 to October 1998 Program management and champion of final assembly operations for body electronic modules. Determined manufacturing processes and controls, wrote financial project requirements, specified and accepted equipment, resolved technical issues with designers, responsible for complete launch into production. Integrated lean final assembly lines with a team completely in-house resulting in $1 million dollars facilities savings. Determined and developed controls architecture, wiring schedules, and software programming requirements. Flexible work station and SMED concepts implemented reducing model changeover times to essentially zero. Initiated actions with designers suppliers to minimize launch timing risks and maximize product quality (DFM, DFT). Successfully launched and integrated $1 million dollars of process equipment with a team on time and within budget. Championed resolution of all issues with North American and European customers, including Jaguar, Ford, Lear, Johnson Controls, Inc., Keykert and Automold. Process Engineer. January 1993 to March 1996 Implementing process improvements and daily support for all speed control processes and work teams, including: laser etching, ultrasonic wirebond interconnect, 2D matrix code identification, automation controls, functional and component module testing, component placement, solder reflow, and dispense operations. Managed kaizen work team events. Implemented Computer Integrated Manufacturing system to improve production performance and product quality. Included tracking, real-time tester and machine data collection, automatic reports, utilities for work team to view data. Improved substrate functional and ICT test yield from 88% to 95%, improving machine efficiency, reducing retest. Reduced machine cycle time of constraint laser etch cell with trades by 50%, avoiding $250,000 facilities cost. Successfully implemented process for returns analysis with detailed response to customers within 24 hours as customer liaison to body and assembly plant and an electronics plant in Mexico, resolving all customer issues. Co-op Engineer. May 1990 to January 1993 Student engineer, working during college, rotations in various production areas and product design office in Dearborn.

CERTIFICATIONS AND PAPERS

Certified Visteon Six Sigma Black Belt, Master Six Sigma Black Belt certified by International Quality Federation Lean Manufacturing courses from the University of Kentucky, University of Michigan, and MIT Product Development and Management Association Member, 2001 American Society for Quality Member, 2001 Certified Project Management Professional by Project Management Institute, 2000 Published and presented paper at Center for Manufacturing Systems Engineering 9th Conference with Industry:

Information Resources in Mfg. titled Integrating Mfg. Information Systems w Production Control Systems, 1995
President of University of Michigan's Society of Manufacturing Engineers, 1992 Epeians Engineering Leadership Society, 1992 Society of Automotive Engineers Walking Robot Team in National Competition 1992 Bible Study Group Leader Local drama acting and lighting teams, 1993-1999

REFERENCES Available upon request.

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Jon Hobgood as Lean Manufacturing and Continuous Improvement Champion

Jon Hobgood is a proven leader with the combination of technical and relationship-building ability to transform your organization and implement break-through productivity improvements. He has led Lean and Six Sigma projects in production, materials management, design, and business processes and production operations in automotive companies and a startup company.

Personal Examples of Results Obtained with Lean Manufacturing Principles

Directed lean initiatives resulting in productivity improvements of $1million within six months in direct labor, indirect labor, and engineering from a $8million variable cost operation as an Operations Manager of a 24x7 three-shift operation that built 3.5 million products annually. At the same time, customer returns were reduced by 700% and satisfaction of the department was 9.8% higher than the plant average according to in-plant surveys. Implemented JIT, Kanban, visual storage, and marketplaces to optimize material flow to assembly areas resulting in reduced purchased parts inventory from $10mil to $9mil while reducing part shortage downtime by 71% as Plant Material Flow Manager in a 700,000 square foot electronics plant. At the same time labor was reduced by $150,000 per year. Six Sigma Black Belt project implementing lean manufacturing principles in the design process resulting in greater than $240,000 reduction in CAD design labor costs and improved First Time Through in the engineering change process by 142% within 6 months. Value stream mapping and kaizens used to complete this project while Lean Design Manager for a Business Unit.

Strategic Deployment and Training

Deployed Lean Manufacturing training for all production personnel in a startup facility this year. Frequent training on lean principles to work teams and individuals over the past seven years. Selected and worked toward becoming one of the first Visteon Master Black Belts mentoring four Six Sigma Black Belts in transactional business processes. Director in a public high-tech startup company, experience in an entrepreneurial culture and how to launch company-wide processes. Developed, improved, maintained and globally trained management and engineers in the Visteon Product Development System (Visteon is a global automotive supplier with $19billion in annual revenue, spun off from Ford Motor Company in 2000). This included training in Germany, France and England as well as the United States. Trained project teams in project management concepts around an actual NASCAR pit crew exercise. Initiated and launched a Quality Operating system for a startup company, including implementing test and inspection strategies, supplier quality audits and a Supplier Quality Manual, design reviews, and a corporate process to resolve internal and customer quality issues.

Expert Implementer and Trainer of the Following Lean Principles

Kaizen workshops, poke-yoke implementation, set-up reduction, seven wastes, value stream mapping, 5S, Single Minute Exchange of Dies (SMED) for reduced machine setup times, manufacturing cycle time reduction, 5S (standardization and organization), point-of-use, Just-In-Time (JIT, one piece flow), standardized work, andon techniques, work cell and plant floor layout, visual line-side material storage, kanban systems, takt time and line balancing, Total Productive Maintenance (TPM), process simulation and analysis, theory of constraints, DMAIC, DFSS, value stream mapping, etc..

Expert Qualifications

Lean Manufacturing Expert with courses taken from University of Kentucky, University of Michigan, and MIT Certified Six Sigma Black Belt from Visteon (components spin-off from Ford Motor Company) Certified Master Black Belt from International Federation of Quality Page 3 of 4

Certified Project Management Professional from Project Management Institute Intimate knowledge of ISO9000, QS9000, and corporate quality systems.

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