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PATRICK G. BABCOCK |
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EMPLOYMENT OBJECTIVE |
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My objective is to contribute to our mutual success and growth by applying my unique and extensive expertise in information technology, management, engineering and manufacturing to your enterprise needs. |
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SUMMARY OF PROFESSIONAL EXPERIENCE |
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Over 17 years experience in product development, strategy development, cost management, tooling implementation and new product launch. Extensive experience in project and automotive new model launch management; including costing, processing and tooling. Demonstrated business successes in process improvement, labor optimization and lean manufacturing. Successful history of supervision and direction of launch team members, plant staff and Full Service Suppliers. Possess strong computer skills to support excellent oral, written and interpersonal communication skills. Over 10 years experience in Linux Systems Administration and small network administration. Experienced in updating operating system, installing servers and programs, web and email technologies. Responsible for network security, including the implementation of security strategies and software across the network and at each node. Experiences in web site development and available technologies. |
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HIGHLIGHTS |
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SPECIFIC AREAS OF ACCOMPLISHMENT |
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PROGRAM MANAGEMENT Coordinated product costing and process development. Adapted existing tooling for reuse on new models. Managed on-time delivery of tools and processes. Drove cost and process optimization. Developed quality operating systems. Coordinated tooling, facilities and plant requirements for launch equipment. — Proven track record of continuous improvement in program study techniques. Improved study timing by 75% over traditional methods — Innovated cost development methods to provide consistent cost advantage to program: reduced 2003 Ranger costs by $47M, with realistic plans to reduce an additional $7M — Employed situation analysis and decision methods to reduce vendor involvement with in-process F-Series installation, returning $3M to program — Executed detailed cost and capacity studies for future models.
ENGINEERING Managed global manufacturing product and process requirements. Worked with engineering for product alternatives. Benchmarked competitors’ modularity capabilities and realized labor and investment efficiencies. Balanced product changes against process changes to deliver most cost-effective solutions over life of product. — Integrated North American manufacturing and engineering standards into South American designed Ranger. — Reduced study costs by instituting product changes to reduce dies, reuse tools and allow less costly production processes. — Performed engineering analysis of carryover tooling to determine potential downtime concerns and refurbishment requirements. — Co-developed modularity plans for door systems for future vehicle programs. Lead effort to optimize designs to reduce impact on manufacturing facilities. — Coordinated product change requirements with the Core Launch Teams.
PRODUCT LAUNCH Managed cross-functional teams to deliver new models. Designed, built, installed and launched tooling systems for numerous vehicles. — Directed completion of build, install and launch of new product tooling for the 1998 Ranger and 1999 F-Series Body Shops. Delivered body shop programs on time and under budget for both. — Managed the efforts of the stamping, structures and dimensional teams while on launch. — Developed timing plan to provide early prototype vehicles out of production tooling to downstream assembly systems for tryout, reducing time-on-site requirements for program teams. — Worked on ten new model launch programs. — Administered tooling concepts and gauging strategies to deliver quality products. |
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RELEVANT EMPLOYMENT HISTORY |
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Ford Motor Company, Advanced Manufacturing, Dearborn, Michigan |
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(January 2004 – Present) |
Management Role (LL6) Closures Systems Integrator |
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Selected by Stamping Business Unit Executive Director to take on newly formed position of Manufacturing Closures Systems Integrator. Served as Stamping Business Unit subject matter expert to Closures Systems Integrator team. Led new systems’ engineering approach which manages customer attributes to optimize total system performance. Led engineering teams in the development of corporate standards and best practices to improve product designs. Analyzed and assessed product and manufacturing feasibility issues on future vehicle programs. Led advanced manufacturing teams to analyze and resolve major issues during new product launches. Selected by Product and Process Compatibility Chief Engineer for Six Sigma Black Belt training. Completed coursework, successfully completed Black Belt Certification Exam, and have closed first project. Must close second project in 2007 to achieve Black Belt certification. Devised, wrote, and championed to publication Ford Automotive Procedure FAP03-004 changing how surface requirements are specified within the corporation. |
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Ford Motor Company, Stamping Business Unit, Allen Park, Michigan |
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(October 2002 – January 2004) |
Management Role (LL6) Special Program Launch Manager |
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Selected by Ford VP of Manufacturing to eliminate cost and timing failures of the Mustang external stamping program. Oversaw activities of Fuji Technica involved with Ford Product Development and Manufacturing. Developed business and change management plans to deliver feasible stamping systems to program. Chaired weekly meeting with Ford, Mazda, and Fuji Technica management in which progress was reviewed and plans revised in real time. Mustang stampings exceeded corporate and customer expectations; program was delivered on time |
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Ford Motor Company, Ford Production System Office, Dearborn, Michigan |
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(December 2001 – October 2002) |
Management Role (LL6) FPS Lean Manufacturing Engineer - Millennium Program |
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Selected by Body Construction Chief Engineer for role as Ford Production System/Lean Manufacturing expert. Advised and coached program teams in lean enterprise principles and techniques at the program development level. Included research, development of documents, presentations and training material; and determination of manufacturing "Best Practices" and performance metrics. |
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Ford Motor Company, Vehicle Operations, Allen Park, Michigan |
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(October 1999 - December 2001) |
Management Role (SG10/LL6) VO Stamping & Structures Manufacturing Leader - Ranger/B-Series |
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Managed manufacturing engineers during the development of the current forward model program. Pioneered new program study processes which are now recognized as "best practices" within Ford. Pioneered new manufacturing strategies to ensure future flexibility while maintaining an affordable business structure based on projections for model year growth and delivering upon lean manufacturing objectives. Responsible for projects having budgets up to $400M. |
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(December 1997 - October 1998) |
Management Role (SG9) VO Body Launch Leader - 1999 F-Series, Norfolk VA |
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Managed body shop launch personnel and processes in lead plant with responsibility for two satellite plants. Responsibilities included the discovery and resolution of process and product issues within the build, with accountability to upper management in the launch system, the plant, and home division management. Responsibilities also included the training of a new VO Body Launch Leader for future programs and the guidance of leaders in the satellite plants. Managed budget of $100M per plant. |
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(February 1997 - December 1997) |
Management Role (SG9) VO Body Launch Leader - 1998 Ranger/B-Series, Edison NJ |
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Managed body shop launch personnel and processes in satellite plant. Responsibilities included the discovery and resolution of process and product issues within the build, with accountability to upper management in the launch system, the plant, and home division management. Managed budget of $280M. |
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EDUCATION |
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University of Detroit - Mercy, Detroit, Michigan University of Detroit - Mercy, Detroit, Michigan Lawrence Institute of Technology, Southfield, Michigan |
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Continuing Education:
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AWARDS AND MEMBERSHIPSAwards and Honors
Community Involvement
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