Elie Ghazal

• Due to my global experience and exposure to all our facilities and the current economic climate, I have been re-assigned to work with all regions within our seating division, comprising of North and South America, Asia and Europe. My responsibilities include overseeing all Capital spending with a budget of $82 Million for 2009. I am working with all plants to ensure the most Lean and cost competitive layouts are being designed. Also making sure all excess capital is being redistributed throughout the comp

• Responsible for operations for all of our 27 plants in China with net sales of $ 1 Billion and a work force of 6500 employees • All plants have complete P&L responsibility. Direct reports include Operations Directors, Program Management, Continuous Improvement (Lean and Six Sigma), Engineering, Quality and Logistics, Human resources and Finance • 16 of the 27 plants are with various JV’s, the remaining are WOFE’s •

• All Seating Plants in North America conducting business with Asian OEM’s came under my responsibility (Toyota, Honda, Nissan and Hyundai) • Responsible for all operational functions of these JIT facilities with Sales of $1.1 Billion and a work force of approx 1100 employees • All Purchasing, Engineering, Quality and Supplier Quality fell under my responsibility. • Successfully launched Hyundai Sante Fe seating program in Alabama • Successfully launched Altima and Maxima seating programs in Tennessee

• Stationed in Munich Germany, ran our Global Quality Department • Responsible for supplier development of a $12.0 billion Seating group, purchasing over $10Billion of components from 1300 suppliers, worked with supply base to help them develop processes that deliver zero PPM’s to Lear Corporation in order to meet the stringent quality requirements from the OEM’s. • In addition, responsible for all quality systems and quality initiatives for our seating division, which comprised of 81 plants in North Am

• Implemented a new organization for our Interiors Product Division with sales of $5.1 Billion • Responsible to work with 56 plants in Europe and South Africa to ensure flawless launches • Developed team that consisted of our top General Managers to work with the plants in ensuring systems and time lines for new launches were in place • Created Lear’s Manufacturing Check List for new program/plant launches. This check list was a cross functional check list that comprised of all plant functions. • La

• Was given task to fix One of Lear’s most problematic facilities. Site produces Seats, door panels and instrument panels for the Volvo S80 and V70. Plant employed 650 personal and had sales of $300 Million. • Plant was ranked as worst supplier to Volvo, I was required to improve business relations with customer and city officials. This goal was successfully achieved by year end we were considered to be most improved supplier by Volvo • Implemented Six Sigma methodologies to improve plant’s processes a

• Managed one of Lear’s largest and most challenging plants, in terms of union and customer relations. • Output of 1500 Vehicles per day or 7500 car seats per day over a two shift operation • Hourly work force of 600 employees and a salaried work force of 65 • Was able to turn the plant around from being Ford Oakville’s worst supplier to being Oakville’s top 10 supplier. • Negotiated a collective agreement with the CAW and avoided labor disruptions. This was accomplished during the time Lear lost busi