Request Expert

Expert has a B.S. in Mechanical Engineering and MBA in Business Administration. He has more than 30 years at progressively higher levels with Ford Motor Company in design/development, manufacturing and corporate change management. Positions include manufacturing engineer, product engineer, supervisor, department manager, program director, and plant manager. Special expertise in employee recognition and cultural-behavioral change methods and has a reputation for successful team building, employee participation and resulting improvements in performance and morale. Retired from Ford on January 1, 1995. Founded Expert Performance Management Company in 1995 and supplied management consulting services to several Fortunes 500 Company Plants. Served as Director of Membership for the Society of Manufacturing Engineers (SME) from June 2002 to May 2004.

In 1995, Expert founded Expert Performance Management Company where he supplied companies consulting services in management and leadership training, empowerment, employee involvement, teams and groups, motivation, interpersonal relations and communications, organizational culture, conflict resolution and corporate changes.

A SME member since 1995, Expert served as Chairman of the Society Manufacturing Engineering’ Finance Committee and as a member of the Society’s Audit Committee. He was Director of the Membership Division of SME from June 2002 until May 2004. SME had 38,000 members in 70 countries. During this period, the structure of the membership division was completely reorganized to provide members more engagement, more involvement, and greater participation in the decisions regarding new products and services developed for members. Expert realigned the role of the members and staff. In the process, the staff is more productive and has more enthusiasm for their jobs.

After over 45 years in the automobile business and consulting business, Expert has learned that employee education and experience is important, but all of this can be tremendously limited by lack of management commitment to the projects and goals of the organization. He has learned that management commitment means:

1. They put it in the business plan.

2. They put it in employee's objectives.

3. They keep score.

4. They assign good people to the job.

5. They allocate resources to the project.

6. They insist on participation in training.

7. They review performance on a regular basis.

8. They recognize people and celebrate achievements.

Expert used this management approach during his many years in management at Ford.

In 1995, Expert founded Expert Performance Management Company where he supplied companies consulting services in management and leadership training, empowerment, employee involvement, teams and groups, motivation, interpersonal relations and communications, organizational culture, conflict resolution and corporate changes.

He researched, designed and copyrighted the Performance Empowerment Recognition System (PERS). He marketed and implemented the PERS process at several Budd and Eaton Corporation plants throughout Ohio, Indiana and Missouri.

The PERS process enables and empowers the employees to take actions that they know will result in cost savings, improved quality, improved productivity and results in higher employee morale and commitment. Confirmed savings have been from $1000 to $4000 per employee per year.

Expert had the good fortune to be given troubled groups during his last 15 years at Ford to increase performance and employee morale. In one instance, he increased productivity, quality, and morale by 100% with 500 people at Engine Manufacturing & Development Operations in three years. In a second case he managed the turn-around of the Ford Engine Division’s “factory of the future,” to become a productive group that met its budget and performance objectives for the first time since its launch six years earlier. During his last 3 years he was Director of CIRS world wide to improve productivity, quality and cost.

Expert managed the following departments and plants at the Ford Motor Company in Dearborn, Michigan from 1973 to 1995: He implemented new business concepts, and a management style that improved employee morale, improved productivity, reduced cost and improved quality.

Manager, Engine Manufacturing Development Operations 1986-1992
Powertrain Operations Plant
Manager, Engine Experimental Fabrication Plant 1985-1986
Manufacturing Operations

Manager, Engineer Assembly & Inspection Group 1984-1985
Powertrain Operations Planning & Engineering-Manufacturing Operations

Manager, Product Analysis, Transmission & Axle 1983-1984
Engineering, Manufacturing & Component Engineering

Manager, Experimental Engineering Laboratories- 1980-1983
Powertrain Operations

Manager, C-6 Engineering Development Department 1976-1980
Car Engineering/PCPE

Manager, Transmission Component Engineering Department 1975-1976
Powertrain & Chassis

Manager, Advance Transmission New Concept Department 1973-1975

During his last 3 years at Ford Expert was world-wide Director of Ford’s Continuous Improvement Recognition System (CIRS). The CIRS Program saved Ford over one billion dollars during these three years.

Array

In 1995, he founded Expert Performance Management Company where he supplied companies consulting services in management and leadership training, empowerment, employee involvement, teams and groups, motivation, interpersonal relations and communications, organizational culture, conflict resolution and corporate changes. Expert was Senior Launch Manager for a new Oxford Automotive Plant in Mexico. The plant was responsible for 16 major components for a new General Motors Pontiac SUV to be produced in Ramos Arizpe, Mexico. The program was a year behind schedule and only six months to job 1 when he assumed the launch manager responsibility. The total team, including the plant manager, reported to him. They met job 1 on all components.Expert researched, designed and copyrighted the Performance Empowerment Recognition System (PERS).
He marketed and implemented the PERS process at several Budd and Eaton Corporation plants throughout Ohio, Indiana and Missouri.
Expert directed an international Ford Team that designed, developed, obtained Chairman of the Board’s approval and implemented worldwide Ford’s current Continuous Improvement Recognition System (CIRS). The CIRS Program saved Ford over one billion dollars during the three years that he was program director from 1992 to 1995.