L. J. (Larry) Tibbitts
21 Kercheval, Ste. 236
Grosse Pointe, MI 48236-3634
Office: (313 882 -0409
Residence: (313) 885-5413
Fax: (313) 882-7561
Career Summary
Senior executive with extensive experience managing large and
small manufacturing operations including quality control, computer
systems, and state of the art manufacturing engineering. At GM,
led the turn around of two major U.S. auto assembly plants and
the start-up of an assembly plant in México. Successful
in building employee involvement and motivational environments
that helped win the Malcolm Baldrige Award for Quality for Cadillac.
Later, led the start-up of a stamping plant in Mexico for Douglas
& Lomason, managed a transportation management company, and
founded a manufacturing consulting firm. Mr. Tibbitts serves as
a judge for the PACE Award
sponsored by Automotive News and Ernst & Young.
Business Experience
Tibbitts, Edwards & Associates
... a consulting firm providing services or temporary executive
manufacturing managers to assist automotive suppliers set up plants
and operations in Europe, the US and Latin America. Strong emphasis
on the Netherlands and México.
Co-founder & Partner, 1996 to present
- Services provided include:
- Strategy & Business Plan development
- Acquisitions or Joint Venture Partner Identification and/or
Evaluation
- Site Selection and Grant Negotiations
- Operational Startup Management
- ERP Systems Selection & Implementation
- Temporary Executive Management
- Automotive Market Feasibility Analysis
- Assisted Steyr de Mexico setup two operations in Ramos Arizpe,
Coahuila.
- 36 job per hour engine dress operation.
- 36 job per hour rear suspension sub-assembly to be delivered
in sequence to the customer.
- Managed the transition of a newly acquired subsidiary, Industrias
de Linamar, S.A. de C.V. in Gomez Palacio, Durango:
- Was the previous Renault engine plant producing 600 engines
per day.
- 1,000,000 sq. ft. plant.
- 550 employees.
- Managed the startup of Mexican subsidiary Linamar de Mexico,
S.A. de C.V. in Ramos Arizpe, Coahuila, consisting of :
- 100,000 sq. ft. plant.
- 200-250 employees.
- $30 million in sales of precision machined parts for truck
automatic transmissions.
Artisan Associates
... a small transportation brokerage business ( $40,000,000
in sales) specializing in the movement of heavy equipment for
the automotive industry.
General Manager, 1994 to 1996
Responsible for all functions including financial, billing, operations,
sales, project management. Developed business planning process
to provide better focus of objectives:
- Reorganized to achieve better internal communications and
first time quality.
- Led development of an Artisan de México.
- Led development on new (NT Network) computer system to integrate
booking new work, obtaining quotes, awarding work to carriers,
tracking shipments, paying shippers, invoicing customers, tracking
payables & receiveables.
- Led development of new office layout with re-manufactured
modular furniture to allow better work flow and utilization of
work space.
- Successfully led development of new sales proposals and fee
structures for major customers.
- Returned company to profitability.
Douglas & Lomason
... a seating and ornamentation supplier to the automotive
industry with $400,000,000 in sales. I had dual reporting responsibility.
Reporting to Harry Lomason, CEO of D&L:
Executive Manager, Manufacturing Engineering & Dylco
Operations, 1992 to 1994
P&L responsibility for Dylco, a wholly owned subsidiary
of D&L. Responsible for the construction, startup, and operation
of a greenfield site in Saltillo, México.
- Participated in final site selection for the 40,000 sq. ft.
metal stamping plant serving automotive seating suppliers in
North America. $4,000,000 annual sales.
- Developed Proforma P&L Analysis.
- Coordinated construction between Manufacturing Engineering
& the Méxican construction manager.
- Hired & trained the 100% Méxican work force. Approximately
20 salaried & 100 hourly employees.
- Negotiated an initial understanding with the union (CTM).
- Built the plant within budget, on time.
- Introduced new products on schedule, while meeting quality
objectives.
- Attained profitability during second year of operation.
Also reporting to Vice President of Quality & Manufacturing
Engineering:
Executive Manager, Manufacturing Engineering, 1992 to
1993
Responsible for all corporate Manufacturing Engineering functions
including Facilities, Tooling, Processing, Plant & Equipment.
The 40 engineers were responsible for procuring new tooling including
dies, welding and assembly equipment in addition to writing the
production specifications.
- Re-organized the department to combine it with Product Engineer
eliminating most of my Manufacturing Engineering responsibilities.
- Promoted to Asst. Vice President of Quality.
Later, also reporting to Vice President of
Quality & Manufacturing Engineering:
Asst. Vice President, Quality & Dylco Operations,
1993 to 1994
Responsible for all corporate Quality functions.
- Coordinated the development of D&L's application for
Ford's TQE Award.
- Revised D&L's plant audit process.
General Motors Corporation Experience
Cadillac Motor Car Division
Plant Manager, Detroit / Hamtramck Assembly Center, 1988 to
1992
A three million sq. ft. operation, 3,000 employees, $300 million
annual budget producing 480 cars per day on one shift. Direct
reports included a staff of six - Production, Quality, Material,
Manufacturing Engineering, Financial, and Personnel, who were
entirely responsible for the operation of the facility. Served
as Chairman of the GM Detroit Public Affairs Committee.
- Reduced discrepancies/car from 6.1 in 1988 to 3.0 in 1991
for a 49% improvement.
- Improved productivity from 77 hours/car in 1988 to 52 hours/car
in 1991 for 32% improvement.
- Participated with Cadillac when President Bush presented
the 1990
Malcolm Baldrige National Quality Award. The people of
the Detroit/Hamtramck Assembly Center played a mayor role in
the application development and the site examinations.
- Received Industry Week magazine award as one of America's
10 Best Plants in 1991.
- Produced the 1992 Cadillac STS which has won the Motor Trend
"Car of the Year" award.
Cadillac Motor Car Division
Plant Manager, Fleetwood / Clark Assembly Plant, 1985 to 1988
Responsible for the operation of the Fleetwood and Clark Street
Plants. produced 60 cars per hour on two shifts. In the last year
of production on a two shift operation:
- Reduced operating costs by 8%, salary labor from over 700
to under 550 employees, and reduced hourly labor from over 7000
to under 5000 employees.
- Improved quality from the worst in the Corporation to a competitive
level, and relations with the people as measured by grievances
improved.
Closed plant in December 1987. Morale in the plant remained
high as the focus was on doing what was right for our employees
and customers right through the last car on the last day.
Buick-Oldsmobile-Cadillac Group
Manager Product Assurance, 1984 to 1985
Organizing the new Product Assurance department from parts of
the Fisher Body, GMAD, and Cadillac Quality Control & Reliability
Departments. Planned, coordinated, and directed the control of
product quality of 4 assembly plants and 2 fabricating plants.
GM Assembly Division
Divisional Director Quality Control, 1982 to 1984
Planned, coordinated, and directed the control of product quality
for 20 assembly plants.
- Coordinated the Quality Control portion of the business plan
development and execution.
- Expanded the paint quality improvement program
- Led major advancements of micro-computers into the office
environment
- Worked aggressively and successfully to prepare employees
to find jobs within GM as the assembly division was eliminated.
General Motors de Mexico, Saltillo, Mexico
Production Manager, 1979 to 1982
Number two manager on GM team that developed a greenfield site.
Planned the plant layout, hired and trained the people, built
and operated the plant through a major model change. Responsible
for all production and tooling operations of this 20 car/hour
facility of 750,000 sq. ft.
- Built the plant within budget, on time.
- Produced cars on schedule, while meeting quality objectives.
- Helped the American families assimilate into the Mexican
community and schools.
- Repatriated the 32 American employees when their assignments
were completed.
Early General Motors Experience
GMAD Fremont Assembly Plant
- General Superintendent, 1977 to 1979
- Superintendent, Production, 1974 to 1977
- Director Plant Quality Control, 1973 to 1974
- Superintendent, Inspection, 1972 to 1973
GMAD South Gate Assembly Plant
- Superintendent, Inspection, 1971 to 1972
- Shift Superintendent, Inspection, 1968 to 1971
- Senior Process Engineer, 1967 to 1968
GMAD Central Office @ Fairfax
- "Elpo" Process Engineer, 1965 to 1967
GMAD South Gate Assembly Plant
Military Service
U.S. Army, Assistant Mechanical Engineer (E-4), Ft. Detrick,
Maryland, 1963-1965
Education
- Master of Science Industrial Engineering, North Carolina
State University, 1962
- Bachelor of Mechanical Engineering, General Motors Institute,
1960
Personal
- Completely fluent in Spanish, i.e. able to conduct all business
in Spanish.
- Strong computer literacy. Competent with Word, Excel, Power
Point, Access, MacProject, MicroSoft Project, OrgPlus, Quicken,
QuickBooks, & ExpensAble. Comfortable in both the Windows
95/98/NT or Macintosh environment.
- Strong statistics and quality control background.
- Member of SAE, IMC, Detroit Chamber of Commerce.
- Founding Member of the US-Mexico Chamber of Commerce.
L. J. Tibbitts, Partner
Tibbitts, Edwards & Associates
21 Kercheval, Ste. 236
Grosse Pointe, MI 48236
Phone (313) 882-0409 ---- * ---- Fax: (313) 885 7561
Larry's E-mail address is: ljt@te-assoc.com
or: TibbittsL@aol.com
http://www.te-assoc.com
Last update: January 4, 2000