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C: PHONE NUMBER AVAILABLE EMAIL AVAILABLEOBJECTIVE:Seeking a dynamic, long-term opportunity where innovation, experience, continuous improvement, and a sense of ownership is valued and encouraged. Aspiring a position to coach, lead + drive teams to deliver sustainable solutions for complex business challenges. Aiming to implement, or improve, systems that enable revenue generation from reducing costs, improving quality, increasing overall productivity + morale. Visionary, passionate for emerging technologies and the future of autonomous logistics environments. PERTINENT EXPERIENCE SUMMARY:Leadership: Strategic leader with 15+ years experience in OEM, Tier 1/2 Supplier Automotive Manufacturing, plastics, laminate, prepreg materials + more. Passion for motivating teams via Continuous Improvement + Strategy Deployment Methodologies. Master of improving company alignment towards mission, vision, goals, and KPIs. Exceptional track record leading by example while motivating + taking personal investment in teams growth.Auto/Lean/Plastics: Expertise in manufacturing processes and quality improvements based on Deming Philosophy, World Class Manufacturing + Lean Six Sigma/variation reduction. 15+ years experience with plastics manufacturing. Thrive achieving zero defect principles, Kaizen, 6S, with proven results in sustained productivity, cost reduction, safety, quality and customer retention. Data driven leader that champions internal success while exceeding client demands.From concept, drawings, to implementation, deep knowledge designing layouts, installing equipment/automation through applied experience. An invested leader who values the professional development of teams by leading through actions and employee engagement. KEY QUALIFICATIONSPROFESSIONAL EXPERIENCE:GENERAC POWER SYSTEMS - Trenton, SC350 employees 550,000 sq ft.Senior Operations Manager 2021 - Current Data Driven Leader promoting "Drive to Zero", "Best Practice Sharing", "X-Matrix" to become the Corp Leader in all metrics and very proud of Zero Recordables in my respective Departments. Also to surpass the Sister Plant and conducted "Best Practices" which they took back to their facilities. Improved First Pass Yield to 99.5% in all departments developing and coaching the PFMEA process, PDCA Process along with the DMAIC. Developed meaningful downstream checks and LPA's to sustain quality and change. Worked hand in hand with Corp Quality to improve processes implementing Automated Line Stop to improve torque strategies. COQ is lowest in the Corp. Improved Delivery in all departments implementing TPM's, VSOPs, Fault Tracker, Improved Density, to keep automation optimum and improve upon efficiency on a continuous basis. Reduced WIP of Painted Parts to 4 hours and implemeted one piece flow with other 4 departments. In two short years, Trenton led all metrics and showing a substantial profit which took the sister plants a decade to show profit with these Home Stand By Generators. My Departments led Trenton in all PEP saving initiatives. Lead all Departments in Celebrations for the following: "Perfect Attendance" which involved multiple shifts in mulitple Departments. 2 years without and OSHA Recordable in multiple Departments. Multiple Quality and Throughput celebrations in all Departments. Candidate's Name C: PHONE NUMBER AVAILABLE E: EMAIL AVAILABLE 1 Lean Six Sigma Process Flow/PFMEA TQM / Value Engineering Build Teams / Coach / Mentor Waste / Cost Reduction Change Management Champion Layered Process Audits / KPIs Inventory Control / Just-In-Time ERP / Supplier Quality Manage Staffing Levels Malcomb Baldridge Customer Quotes/Sales Support ISO/TQM/TS Action Customer Voice Design For Quality Operations Safety Implementation /Continuous ImprovementP&L / Fiscal & Risk Analysis /ROIWHMIS, OHSA, APQP, MTM-UASt Championing many Lean events including learning lab line to introduce 6S, Scrap Reduction, Lean Manufacturing, and Lean Six Sigma. Decreasing Incident rates by implementing Zero Tolerance and improving safety to new levels by empowering the people to take ownership in all aspects of the operations. Improving Quality 52% PPMs, while enhancing Standardized Work, training, and Poke Yoke of operations that once plagued the customer. Team building and collaboration bringing cross functional teams together to conduct level one and two PMs on equipment to better utilize maintenance technicians on restoring equipment back to original condition. Exemplary crisis management skills and risk mitigation have allowed the plant to remain highly operational during Covid-19 Pandemic. Leading entry level engineers in people development and proper problem-solving methodologies. Developed X-Matrix to lead team focus priorities, drive processes for future development and bring the team together to pull in one direction. Partnering with Logistics to optimize plant revenue to continue to surpass the US in cost conversion and EBITA. Sponsoring many morale boosting programs since inception to embrace the workforce to become change agents and more competitive globally.Candidate's Name C: PHONE NUMBER AVAILABLE E: EMAIL AVAILABLE 2 ADAMS THERMAL SYSTEMS - Canton, SD250 Employees, 2 Facilities - 750,000 sq feetSenior Operations Manager 2017 2019 Highly recruited by previous Chrysler Manager for the role, quickly promoted from Operations Manager, to Senior Operations Manager after successfully eliminating back log product and unscheduled overtime of $2.5M annually. Dramatically improved on-time delivery by 38%, month-over-month reaching 98%, and plant savings of $527K. Clients included BMW, Volvo CNH, AGCO, John Deere, and Tessco, responsible for S&OP calls, work on forecasts with customers, discuss quality and ensure needs are being delivered. Responsible for managing P&L, monitoring regulatory compliance and continuous analysis of financial operational data. Deep commitment to developing teams and championship working environments, managing staffing forecasts, workload and performance results to meet business and enhance overall performance results. Developed welding/maintenance apprenticeships,redeployed Plant Manager to a role more suitable for skillset which improved improved overall Plant Performance and employee engagement Recorded an ADAMS BEST of 1700% improvement quality (PPM), implemented many poke and yokes developing the work force with leveling system.ISOLA GROUP - Ridgeway, SCGlobal Material Sciences Company. Printed Circuit Board (PCB) Materials Manufacturing, 175 employees 115,000 sq ftSenior Operations Manager Data driven Leader developing the South Carolina facility to be the Best Practice Model by improving productivity 44%, and surpassing the Customer Request Date delivery of 95% which no other ISOLA plant has been able to duplicate. Responsible for Plant P&L that aimed on conversion costs and creating plant efficiencies. Cost Control, Budgets, improved EBITDA and reduced CCs MOM to the AOP vs previous year Manage and adjust orders to meet customer shipments, working closely with Customer Service and Clients, championing customer satisfaction and OTD. Create and manage forecasts, conversion cost reviews, inventory obsolescence, Inventory reviews, shift pattern reviews, Cap-Ex reviews, ESG reviews. Responsible for equipment installs and improvements with vendors, engineering and maintenance Enhanced KPI tracking boards through Daily Gemba reviews using clear green / red status methodology, lead support by identifying root causes and correcting with countermeasures. Responsible for KPIs including Safety, Quality, Delivery, Cost and Morale. 2019 2021 Greenfield Project Lead which developed Scroll, PFEP, Layout, Value Stream Map and Process Flow from Warehouse Docks, Body in White, Paint, General Assembly, through testing and quality audit. Managed customer / job interaction with employees, client and leadership to meet regular customer satisfaction audits based on vehicles in class, proven record of exceeding client expectations. Responsible for employee forecasting, P&L, safety and regulatory compliance. Responsible for station readiness and relaunching the prestigious Karma Revero. The Launch of this new facility included training of Group Leaders, AME Process Engineers, Team Leaders, to the hourly craftsmen under the World Class Manufacturing Pillars including 7 Steps of Autonomous Maintenance during startup. Mentored DMAIC process in General Assembly. Trained Product and Process Engineers under WCM principles on proper problem solving and LPAs. Worked collaboratively with Advance Manufacturing Engineering on Cost Development, Professional Maintenance and Early Equipment/Product Management Pillars. DESIGN SYSTEMS INC. Farmington Hills, MI350 Engineers, USA, Mexico, and EuropeSr. Continuous Improvement Engineer/Project Manager 2014 - 2016 Created, defined, executed and continuously improved business objectives for the consultant/engineering business units and new business ventures. Primary project was designing the entire facility in Moreno Valley California and additional facilities overseas for the Karma Revero. Two mass production facilities in China and Mexico. Effectively mentored area personnel/teams of Engineers on projects in multiple facilities and Lean Methodologies, matching expertise and skill levels to achieve many disciplines for our customers. Facilitated several cross functional teams such as Fed-X ($90M), Fori ($7M), Dana Corp. ($48M), Daimler Truck North America ($91M/17M), by utilizing TPS, Ten Pillars of World Class Manufacturing, and respective corp. operating systems. Ownership of these five projects generated over $273M in first year savings. Developed and understood true current state and desired future state, refined and executed plans and strategies to close the gaps. Supported training and development initiatives for home office, improved employee retention and overall engagement, assisted with staffing models and road maps. Candidate's Name C: 248-931-2310 E: EMAIL AVAILABLE 3 KARMA AUTOMOTIVE, LLC Moreno Valley, CAEmployees, 700 - Facility Size 550,000 sq ftGeneral Assembly Manager 2016 - 2017 Designed/Developed 550,000 sq ft Automotive plant, general assembly, Trim, Chassis, Final departments to Testing and Audit to test and track optimization. $300K savings by reducing OT, improving quality from 4250PPM to 250PPM. Executed lean principles, including SMED, DMAIC, unbalanced schedules, and building quality in, achieved a 29% increase in efficiency and a 35% reduction of scrap. Re-energized and drove the 6S program previously established. Conducted LPAs to sustain, which led to reduction of plant safety concerns by 16%. Reinforced TPM and correlated relationships for increased uptime and thru-put improving by 25%. Introduced Dale Carnegie The Leader in You to develop Operations Managers, Supervisors and Team Leaders cascading to the floor for inspired employee engagement. Led entry-level Manufacturing Engineers in people development on proper problem-solving methodologies. Significantly improved all metrics while deve loping a Job Level System for cle ar employee incentives to engage the workforce and reduce employee turnover, while further defining role clarity. Expanded appraisal process for continued employee development and sense of ownership. Successfully launched several new products to diversify heat exchanger facilities (750,000 sq ft facility generating $200M) from Agriculture to include Automotive, Large Truck, and Oil & Gas markets. Led All Assembly Areas in a cross-functional team, including DSI to implement a complex material handling process under Logistics and Customer Pillar while improving WO. Exceeded expectations in all metrics: Safety, Quality, Delivery, Cost, and Morale. MAZDA/FORD AUTOALLIANCE INTERNATIONAL Flat Rock, MI Unit Leader/Industrial Engineer 1991 - 1994 Built the Ford Probe, Mazda MX6, and Mazda 626 in a joint venture of the Ford Motor Company and Mazda Corporation utilizing Toyota Production Systems lean principles. Directed 4 Team Leaders and 48 Technicians in an all ergonomic unit. Designed engine indexer for Engine Build Up to consolidate space and exceed 68 JPH in area while removing the use of forklifts in the assembly department/$.1.5M ROI first year. Exceeded expectations eliminating 75% ergonomic conditions by creating Golden Zone Learning Lab Line while increasing thru-put 22% and sustained 99.5% efficiency. Improved uptime 37% to 47 days in a row of Zero Downtime, taking the ZERO tolerance of safety and quality, building quality in while providing the team with proper tools to perform. Developed aggressive TPM system for Tire Room reducing downtime 20% and developing employee ownership of equipment. Directed 6 Team Leaders and 66 Technicians. Reline balanced Door Line to reduce Muta, increase uptime, and improve quality utilizing Heijunka. Led major Kaizen, removing hot butyl process teaching Jidoka with savings of $310K, while improving quality 44%, uptime 21%, and sustaining 97% efficiency. Lean Six Sigma Methodologies used to eliminate variation in engine vibration, door screen weather barrier, free standing glass and door closing efforts. Became known as "Mondailailketsu. Instrumental role in Kaizen Project reline balancing Engine Line, which included developing Engine Indexer. Rewarded team for each of the quality and uptime goals met without injury by listening to employee needs to accomplish our KPIs.Candidate's Name C: PHONE NUMBER AVAILABLE E: EMAIL AVAILABLE 4 FCA/CHRYSLER GROUP, LLC Detroit, MI1800 Employees / 3.5M sq ft facilityArea Manager/Business Unit Leader 1994 2014 Heavily recruited to build Jeep Grand Cherokees and Dodge Durangos (3.5M square foot facility while under Chrysler/DaimlerChrysler) due to lean background. In the FCA buyout became the Pillar Lead for Lean World Class Manufacturing Workplace Organization in Autonomous Activities, Safety, Quality Control and Focused Improvement. Introduced Toyota Production System in a three-shift cash cow operation which produced 72 jobs per hour. Area Manager in the Paint Department, Trim, Chassis, Final, Reprocess, and Best in Class (Quality Department). Champion of Process Improvement and Automation:Heralded at FCA for Automated Line Stop ($1.1B, first year savings savings/20% FTC increase)Station Readiness-Launch Optimization ($1.3B/17% FTC Improvement)Brake Line Secure ($24M/21% Thru-put increase/19% FTC)In System Damage ($900K/11% FTC)Glass Cell Redeployment ($2.7M/9% FTC)Improvement Reprocess Flow/Body Stripe Reduction ($2.6M/20% Thru-put Increase)Electrical Test ($1.8M/19% FTC) JD Powers Improvement (25%), Paint Deadener/Sealer($6.5M/16% Thru-put), Frame Turnover ($2.3M/10% Thru-put), Launch Pull Ahead, and Employee Performance Appraisal Championed Dale Carnegie The Leader in You Developing Team Leaders and Unit Leaders under the People Development Pillar. Championed HR / training while relaunching three shifts for 1500 hourly & 36 Salary Unit Leaders per shift, introduced workforce to automotive manufacturing processes as Work Hardening. Candidate's Name C: PHONE NUMBER AVAILABLE E: EMAIL AVAILABLE 5 EDUCATION:BBA - Business Administration/Mgmt. --Dale Carnegie Graduate --Baker College of Business, Auburn Hills CampusDale Carnegie Institute, Onsite Training, Detroit, MI TRAINING RECEIVED & EXECUTED (but not limited too): REFERENCES:Extensive list of references including direct managers, reports, + customers available upon request Kepner - Tregoe Lean Six Sigma WCM PillarsLeaders Leading Leaders Poke Yoke KaizenLogistics ABC analysis Gemba A3 Problem SolvingISO-9000 Lean Manufacturing OEE Team BuildingConflict Resolution Kanbans-visual controls Respond With Empathy Just in Time ERMP/MRP Quality / QMS SAPHuman Resource Management Safety / OSHA Value Stream Mapping Policy Development PML / Union Avoidance Ergonomic Training OEE Team Building Kaizen / Productivity Improvements Diversity Training Becoming A Change Agent Lean Manufacturing & Barriers APQP Electrical Systems Leader in You: Dale Carnegie Predictive Maintenance PPAP/PF/FMEA/PFEM Appraisal Safety LeadershipSafety Inspect BE$T Lock out tagout LPAsDMAIC Lean Building BLocks Performance Feedback Systems Database Development ISD Prevention Paint Shop Bootcamp Microsoft Office TPM Predictive MaintenanceProject Management / ProgramManagement (PMP)Lean implementationoperational/administrativeServant Leadership Model/ LeadershipBlack out energy controlgraphics learningDriving/Changing BehaviorsAutomotive Qualification ProcessStrategy Deployment /HOSHIN Kanri Ent |
