Mark Holland

Researched, onboarded, developed, procured, & implemented new internal logistics equipment & vendors for all North American Manufacturing Companies.

• Researched multiple AS/RS OEMs to find best fit for Toyota manufacturing environment.
• Successfully created plan & budget of $3.2m and presented proposal to executive team for approval.
• Used research of AS/RS OEMs and Toyota environment to choose best manufacturer to award project.
• Led team to on-board new OEM to Toyota's standards and business practices.
• Helped develop, review, and approve OEM's design before build.
• Confirmed equipment readiness for shipping at buy-off at OEM facility.
• Coordinated activities with Toyota Mississippi plant to ensure their support, preparedness, & buy-in to project.
• Led construction activities to install equipment for first time at Toyota North American site.
• Led team of plant, North American, & OEM personnel through Toyota Mississippi equipment approval.

Responsible for project management in both the equipment and planning groups, including investigating, budgeting, procuring, and installing new production equipment for final assembly engineering projects. Working with vendors, contractors, and production to ensure projects are completed as desired.

• Supported equipment site team during launch of MTMUS by providing advice to engineers to ensure timely completion.
• Lead working group, long lead-time equipment procurement, and budget planning for 177D before handing off to site team. Long lead time items delivered and installed on time.
• In assembly planning group, responsible for estimating labor, equipment, and logistics costs for projects at multiple sites. Required investigations of equipment, design, and processing, as well as bench marking cost of relevant previous estimates and completed projects.
• Chosen to mentor new engineer on final assembly skills and process for procurement of equipment.
• Completed buy off, shipping, installation, and troubleshooting of TMMI-E prop-shaft build cell in less than two months before start of production.
• Responsible for the project management of moving over 80 pieces of axle line equipment for Sequoia from TMMI-West to off-site warehouse in less than six months. Included assisting the contractor with equipment layout to ensure safe and on-time installation and start of production.
• Lead trim equipment engineer for new Camry launch. Responsible for vehicle design review, project management, procurement, installation, troubleshooting, and commissioning of over 50 pieces of equipment in both TMMK1 and TMMK2.
• Oversaw on-time installation of 25m long working pit to TMMK1 Trim 1 line. Responsible for overall project direction, including supervision of construction contractors, collaboration between production and contractor, management of construction, and commissioning of conveyor after pit install.

Responsible for project management, including investigating, procuring, installing, and troubleshooting new production equipment for powertrain assembly lines.

• Coordinated with Japan and Australian powertrain plants to implement common solution to resolve uneven rear oil seal press process for new AR engine line.
• Assisted planning team in scheduling the installation and implementation of new assembly lines for GR-Kai engine.

Responsible for launching new product lines and improving and troubleshooting current product lines in automotive and heavy machinery fluid conveyance.

• Manufacturing engineering lead for Komatsu recall. Implemented countermeasures to hose buff process in coordination with quality and production teams. Received supplier quality award from Komatsu and countermeasures recommended for global Yokohama adoption.
• Lead hydraulics team to improve processing and equipment layout to reduce weekly overtime from 44 hours per week to zero while eliminating production backlog.
• Designed and trialed new tooling for new Kawasaki product launch.
• Managed tooling procurement and assisted launch and tooling trials to secure prototype parts approval from Nissan.
• Improved processing for Ford product line to eliminate one head count while implementing solution to meet capability standards.