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Street Address South Creek Drive PHONE NUMBER AVAILABLE(Home)Milford, MichiganStreet Address
EMAIL AVAILABLE SummaryA results driven Launch/Project Manager/ Continuous Improvement/ ValueStream Lean Champion/Manager/Consultant in the Automotive/Defense/Energy industry, skilled Professional in the areas of IndustrialEngineering, Supply Chain, Project Management /Supplier Development.Championed change by supporting Lean Management team to make substantialstep changes in the operation through Kaizen events. Established long termplans to achieve continuous improvement in safety, quality, delivery, cost,and cash flow.Including standardized work, value stream mapping, kaizen, 5S, VA/VE leanthinking, TPS,DMAIC,Capacity planning, plant layouts, poke yoke, error proofing, kan ban, JIT.Piece cost and tool estimating, cost model development, ROI/capitaljustification, equipment and tooling procurement, supplier negotiating,benchmarking. Cost savings were implemented on a daily basis to increase productivity. Senior Lean Consultant to the U.S. AirForce.Taught Senior Management to remove barriers, make a lasting change throughtraining, coaching and mentoring and install a continuous improvementculture. PROFESSIONAL EXPERIENCESELF EMPLOYEED: 2013-PresentSenior Lean Consultant . Sub contracted to P3 consulting firm . Advised Senior Management on cost savings activities at ZF Transmission Plant . Focused on Transmission repairs; reduce repairs by 15% . Instructed/taught Senior leadership at ZF how shape new Lean sustainable culture. . Train, coached, facilitators ,and senior management on lean techniques using DMAICLEANCOR:Senior Lean Executive 2012-2013 . Sub contracted Senior Lean consultant . Conducted various Lean cost saving workshops with Proctor and Gamble. . Focused on Internal Material logistics to minimize costs. Reduced change over cost of main bundling machine by 35% by using lean/SMED tools with a potential cost savings of $ 2.5 million/yr.DANOTEK MOTION TECHNOLOGIES: 2011-2012Supplier Development/ Lean Manager, Function as a liaison betweenpurchasing, engineering, manufacturing and suppliers to resolve supplierquality issues and provide technical support. Provide a clear vision ofsupplier development strategy and processes for internal teams andsuppliers. Lead formal project assessments and manages all phases of theproject lifecycle. Approve manufacturing processes for new suppliers toconform with ISO TS 16949 . Developed/Organized total Supply chain Base in China for this start up company which lost their only contract and laid off 70 % of their workforce. . Developed a quality system, and provided technical assistance to improve quality performance of suppliers - conduct workshops at supplier locations in KAIZAN for work. task simplification . Investigate current problems, identify root causes and implement irreversible corrective actions from in-house data - Drove a launch Greenfield approach to a gear supplier of the Clipperwind 2.5 Liberty Wind Turbine from 0 gear sets per week to the required 4 gear sets per week in a 7 month time frame by using and addressing the data through various tools . Gathered data in the QCPC process(Quality Clinic Process Charting) and addressed the root problem through RRCA(relentless Root Cause analysis) and mistake proofing to ensure issues do not happen again through defining the problems/projects, investigate processes verify solutions and ensure improvement . Improve supplier production output and productivity by eliminating bottlenecks us Constraint Management and Throughput Optimization in a cellular flow, as well as batch and hold environmentClipperWindPower 2007- 2011Supplier Development/Launch/Lean Manager:Supplier Development Leader Consultant in a globally growing organizationdriving new supplier identification and audits, assessing suppliercapability, and leading the successful transition of new and legacyproducts and technologies to suppliers within an assigned region (SupplierFootprint optimization). In addition developed strong partnerships withsuppliers to repair broken processes, eliminate waste, and achieve costreduction initiatives, resolve supplier production/design issues, supportsupplier using all Lean initiative tools, reducing late delivery tocustomers due to supplier performance and/or constraint/throughput issues. Using lean manufacturing tools, enabled managers to reduce redundancy,increase output and save capital that can be used to hire more workers forfuture programs. Suppliers were more competitive by continually reducingthe price of goods, giving customers more for less and developing employeesso they can continuously improve the Lean system. By using the LeanManufacturing system to create flow and eliminate waste by means ofdefining value and identify value stream, eliminate non-value addedactivities (waste), creating a continuous flow of material and parts thatlets customers demand pull the product, and to sustain continuousimprovement and growth.Responsibilities include: . Consult with company Presidents and their cross functional teams on what Lean is and developed strategy to Implement Lean process. Mentor Lean coordinators and facilitators to develop a strategic plan and implement the plan. . Function as liaison between purchasing, engineering, manufacturing and suppliers to resolve supplier lean issues and to provide technical support. Provides a clear vision of supplier development strategy and processes for internal teams and suppliers. . Leads formal project assessments, and manages all phases of the project lifecycle. . Review supplier manufacturing processes through using Lean tools. . Improve performance of suppliers by conducting workshops at supplier locations, supporting of the tracking of key metrics such budget constraints ,on time delivery, providing technical assistance in developing a continuous lean improvement system, or other technical support as required. . Integrate closely with supplier engineers on existing problem solving investigations and identify root causes and implement irreversible corrective actions from in-house data, Customer feedback, Warranty tracking data, Voice of the Customer data and other related sources. Used problem solving techniques such as Market Feedback Analysis (MFA),Relentless Root Cause Analysis (RRCA), Mistake Proofing. . Help suppliers improve production output and productivity and eliminate bottlenecks by using demonstrated skills in Constraint Management and Throughput Optimization in a Cellular (one piece flow) as well as batch and hold environment, with focus on Cost Reduction. . Experience in dealing with low volume and high complexity manufacturing environment. Develop technical solutions for current production and new launch issues within the supply base and those impacting the customer assembly plant. . Teaming with other functions to ensure that assigned suppliers are capable of new product launches and incremental business growth to meet/exceed customer performance objectives using tools like Strategy Deployment, Kaizen JIT, TPM SMED Etc. . Benchmark manufacturing processes and drive implementation of best practices like FIFO, Waste Elimination, Value Stream Mapping, Single Minute Exchange of Dies (SMED) within the supply base assigned. . Trained and mentored individuals in KAIZAN workshops at suppliers for work/task simplification. Mentored supplier Presidents in change management (getting the right people in the right place), scheduling and planning strategy to insure continuous improvement and long term growth. . Used and taught problem solving techniques such as 8-D, Mini Tab, Relentless Root Cause Analysis for cost savings and insure competitive advantage to suppliers.MainStream LLC 2005- 2007Senior Lean Consultant to the U.S. Air Force. . Assist senior leaders with support and facilitation in developing strategies/roadmaps. . Guide leadership to communicate clear goals and expectations. . Provide the tools and training required by the work force to successfully implement change. . Help leadership remove barriers that stand in the way of performance. . Teach senior leaders how to make lasting change through training, coaching and mentoring. . Help shape sustaining culture. . Train, coach facilitators. . Focus on sustainable technical and cultural change management. . Apply a broad range of world class tools. . Teach senior leaders to develop Strategy Deployment/enterprise approach. . Help senior leaders shape new sustainable culture.Process Development Corporation 2004- 2005Consultant to General Motors in Shanghai China and Saltillo, Mexico inSupplier/Lean ManufacturingProcess; training all General Motors personnel. . Trained GM personnel in standardized work . Value stream mapping . Kaizen system . The 5 S's . VA/VE lean thinking . TPS . Capacity planning . Cost model development . Poke Yoke . Error proofing . Kan Ban . JIT . Piece cost and tool estimating . Supplier negotiating strategy Cost Analyst General Motors Pontiac Power Train World Wide Purchasing 2003-2004 . Worked on team that received GM's Chairman's Honors award for leading Value -engineering projects that identified cost savings of over$350M.. Analyzed forgings,castings and machined transmission components for the X-22 transmission six speed automatic program, and worked with buyers /suppliers To realize cost savings. . Estimates piece cost of company and competitor component subsystems, verify cost Estimates with other functional organizations, analyze supplier piececost breakdown sheets, review with buyer any findings and recommendations, review andanalyze Engineering work orders (ewo) for cost impact, present findings in aworkshop format.AMERICAN AXLE & MANUFACTURING, Detroit, MichiganManufacturer and producer of forging and driveline systemsIndustrial Engineering Manager Metal Formed Products Division 1977-2003Reporting to the Vice President of Manufacturing, responsible for TenIndustrial Engineering Managers at Ten plant facilities responsible for allI.E activities to include JIT development and Lean implementation in theGear/ Forging Division.1. Project leader that redefined optimal processes through JIT and Lean Manufacturing Techniques. Reduced inventory from 5 to 2 days; reduced manpower by 25%; increased productivity by 35%; reduced the number of machines needed from 123 to 73 machines2. JIT process/new manufacturing techniques allowed AAM competitive leverage in bidding for new business. Captured the new GMT 900 business.Directed all program functions such as APQP/PFMEA/PPAP/EWO etc.3. Responsible for all continuous improvement activities at all ten facilities.4. Responsible for development and completion of training matrix.Conducted weekly project meetings using four-square process.Industrial Engineering Manager at AAM Three Rivers Driveline FacilitySupervised 12 Industrial Engineers in traditional I.E functions; plantlayout, cost estimating,Methods improvement studies. Responsible for overall directs labor budget.Sales Revenue: $500 Million/year5. Program manager of AAM's 11.5" Axle Program. On time/under budget by 1.5 million. Sales Revenue: $ 60 million.6. Responsible for interaction with supplier machine builder and implementation and installation and PPAP of machines.7. Directed and conducted classes for hourly associates in the AAM Manufacturing Program.(JIT program/Toyota Production System)Industrial Engineering Manager Corporate Staff AAM Driveline DivisionSupervised 6 Industrial Engineers to support 10 AAM facilities. Responsiblefor company-Direct/ indirect labor budget development; managed all I.E. relatedactivities on approvedPrograms at AAM.8. Directed all capacity increase programs at AAM.9. Interfaced between manufacturing engineers and purchasing on all cost estimates.Industrial Engineering Manager at AAM Detroit Gear & AxleResponsible for 12 Industrial Engineers in all phases of I.E. functions.Sales Revenue: $1.5 Billion10. Directed and implemented pinion cell project: annual savings $500,000/year.11. Introduced a cycle time reduction program- reduced average bottleneck cycle time by 40%.Program Manager GM/AAMResponsible for planning, developing, organizing and implementation of allapproved programs.12. Led team on a "Due Diligence" project in Glasgow, Scotland.13. Conducted and directed weekly project meetings. Reported to the AAM Vice President on a Weekly basis.14. Managed and tracked program budgets status.Plant Industrial Engineering /Supervisor GM Detroit Gear & AxleSupervised 9 Industrial Engineers in all I.E. functions.15. Managed ring gear lean manufacturing project.16. Achieved 40% reduction in inventory, 50% productivity increase, 25,000 sq. ft. reduction in Floor space.17. Achieved 25% cycle time reduction -- resulted in 10% overtime reduction.18. Interfaced with production to reduce scrap from 8% to 4%. EDUCATION Degree, Business/IndustrialManagement International Correspondence of Schools,Scranton, PA PROFESSIONAL DEVELPOMENT Lean Manufacturing/JIT classes, StrategicPlanning classes, Financial Planning Leadership classes, Joint management/Unionworkshops ,ISO auditor certificate. United Technologies ACE Lean TrainingCertificate |
