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Click here or scroll down to respond to this candidateCandidate's Name
815 W Rathburn St., Carbon Hill, IL 60416 Cell: PHONE NUMBER AVAILABLE Email: EMAIL AVAILABLE CAREER SUMMARYAccomplished, innovative professional who implements and refines manufacturing and supply chain solution processes by applying continuous improvement and lean principles. A solid background in assembly process improvements, CNC machining, precision tooling/fixtures, project management, sourcing and supply chain development, quality improvements utilizing Six Sigma, Warehouse Management, and manufacturing finance. Solid management capabilities with a track record of being detail driven with outstanding communication skills and proven success interfacing with customers, colleagues, and suppliers alike. Assumes mentor role and interacts well with diverse personalities.WORK EXPERIENCEGREEN THUMB INDUSTRIES October 2020- PresentEngineering and Maintenance Manager - Oglesby, IL Start-up manager ensuring successful vertical start-up of new medical cannabis cultivation and CPG manufacturing facility. Successfully launched ~170K sqft. facility including Edibles production, Beverage production, Ethanol Extraction, Analytic Lab, 26 Cannabis Cultivation Grow Rooms, and associated utilities and facility equipment. Defined and implemented Factory Acceptance Criteria and Site Acceptance Criteria for all new equipment acquisitions using Installation Qualification, Operational Qualification, and Performance Qualification criteria with defined roles and responsibilities. Defined and built facility Engineering and Maintenance department. Interviewed, hired, and directly managed Maintenance Planner, Maintenance Supervisor, Maintenance and Reliability Engineer, Electrical Controls Engineers, Instrument and Controls technicians, and Maintenance technicians. Implemented Breakdown Analysis process to investigate and correct root causes of 100% of all equipment breakdowns. Facilitated Value Stream Map event to identify wastes in the Gummy edibles production process. Facilitates TPM training and oversees visual management implementation, including partnering with Operations to launch AM and PM pillars in the facilitys TPM journey Launched Spare Parts crib using min/max replenishment strategy with order point/order quantity identified for all spare parts Launched and facilitated roll-out of CMMS system, eMaint. Led criticality matrix exercise to identify asset priorities. Uploaded all assets into CMMS and tagged all assets with QR coded tags to enable digital platform for techs to sign into tickets and for employees to submit work requests. Loaded all BOMs for assets and spare parts lists as well as PM schedules and details. Led Kaizen event to improve Inventory Accuracy of finished goods vault and order fulfillment. Improved FGI accuracy from 92% to 98%. Implemented Hour-by-Hour boards to increase visual management and to facilitate process improvement dialogue in the Gummy edibles packaging department. Increased demonstrated throughput by 40 units per labor hour. Conducted Root Cause Analysis, Job Safety Analysis, Lock Out Tag Out, Standard Operating Procedure, and Work Instruction training for all managers Designed and implemented tiered daily direction setting meeting boards and cadence. Implemented monthly health checks for management to continuously improve the effectiveness of the DDS meetings. Used the Plan, Do, Check, Act methodology to design and implement facility KPI board to drive improvement in People, Safety, Quality, Delivery, and Cost using Pareto charts to quantify and prioritize opportunities. Defined and implemented Reliability journey to support the network of 21 Cultivation sites across the country. Defined KPIs related to Maintenance performance and drove adherence and progress as mentor/director of the corporate reliability program. Coordinate all third-party contractor scheduling, purchase orders, and work oversight ARMSTRONG FLOORING, INC. January 2020- October 2020 Lean Continuous Improvement Manager/Champion - Kankakee, IL Champions efforts to continuously improve processes through training and application of Lean concepts within vinyl tile manufacturing plant Facilitates problem solving events and coaches facility leadership on executing effective problem solving to support Managing for Daily Improvement Restructured Gemba walks and Tiered business meetings to further drive Lean Management Systems implementation and culture Implemented Leaders Standard Work for all levels of facility leadership to provide direction and expected behaviors. Incorporated frequency of process auditing and desired Process Improvement Dialogue to engage hourly employees and ensure sustainability of changes Facilitated Value Stream Analysis to identify wastes. Created project plan using Hoshin and conducts monthly updates with project managers Facilitates TPM training and oversees visual management implementation RYDER SYSTEMS, INC. February 2018- January 2020Lean Continuous Improvement Manager - Bolingbrook, IL Implemented Lean principles and tools throughout warehouse and assumed change agent role to foster Lean culture within the organization while working with senior leadership to set strategic objectives and ensure proper resources available to execute the plan. Facilitated daily Gemba and Accountability walk consisting of full management team to review Status at a Glance (Hr. by Hr.) boards and MDI Paretos. Tracks accountability action items through to completion. Created standard work for 7 core processes and various ancillary processes, using Takt time and cycle times to assist in manpower planning Implemented Workplace Organization and 5S program to improve safety and work-flow as well as reduce waste Improved Inventory Accuracy by 4% by leading Kaizen event to determine and correct root causes of inaccuracies with an annual savings of over $125K Facilitated Site Value Stream Mapping event and generated Lean Transformation Plan with over $2M in projected annual savings Facilitated multiple problem solving and Kaizen events. Led cross functional teams through Lean Kaizen training and Project A3 creation and use. Identified root causes and prioritized using 9 box methodology Facilitated completion of Lean Transformation Plans for 2018 and 2019, facilitating over 70 formal Kaizens, A3 Projects, Return to Green, Problem Solving Jackets and Just Do It events, resulting in over $3M in annual cost savings, and reductions Conducted annual Lean Assessments for multiple facilities to gauge Lean journey progress and identify benchmarks, strengths and weaknesses for future planning purposes. Certified Ryder Lean coach. CATERPILLAR, INC.Manufacturing Project Engineer Joliet, IL June 2015- February 2018 Uses Six Sigma to define and provide new capital investment requirements to suppliers for capital acquisition of new equipment Prepares business case, baseline data, request for quotes, run off criteria and validation plan for new capital investments and obtain stakeholder approvals throughout the New Capital Introduction process Select and manage suppliers for new equipment and manage full project budget for capital and expenses Uses LEAN principles to set up and optimize efficient machining cell layouts to provide capability in new facility start up Responsible for purchasing and processing >$10M of capital assets to perform machining operations of >1800 machined components Reviews CMM reports and makes machining corrections as necessary to meet PPAP requirements Tooling Division Manager Joliet, IL March 2013- June 2015 Direct management of highly skilled, union tool and die makers, providing support to the entire facility, including 5 main production value streams, machine maintenance, facility maintenance, and engineering test, with various precision machined components. Collaborates with outside machine shops to direct work in order to meet customer expectations. Executes Make vs. Buy strategy on all tooling orders, based on internal capacity, customer need-by date, and cost. Manages all interaction with outside suppliers to ensure all work meets specifications with the use of various CMM reports, as well as managing supplier on time delivery performance of over 90%. Responsible for all financial interactions for the Tooling Division, totaling over $1 million, annually. Saved over $300K by salvaging over 400 defective parts from production that would have otherwise been scrap. Implemented Preventative Maintenance process for tooling, reducing machine downtime, as related to tooling, by 25%. Led Tooling Division to ISO 9001 certification through complete implementation of the Quality Certification Process. Senior Manufacturing Engineer Joliet, IL October 2011 March 2013 Responsible for setting planned method for manufacturing, assembly and hydraulic functional test, hydraulic directional implement valves and documenting planned method into Production Routing and Standard Work documents Use continuous improvement methodology to refine assembly and test processes to improve safety, quality, velocity, and cost Implemented improved quick connect fittings impacting all critical customer requirements. Velocity improved by 12% and cost was reduced by 3% with the new, reusable fittings Assumed team lead and mentor role for the Assembly Manufacturing Engineering department consisting of 8 salaried Manufacturing Engineers Collaborated with line supervisors, Group Managers, and Manufacturing Engineer managers to provide capacity analysis for machine and manpower planning Implemented Pinpoint assembly solution to provide step by step work instructions, integrated with the assembly torque tooling and assembly component bins as a no fault forward program. Programmed over 35 individual assembly steps for 30 top level parts, eliminating defects from reaching the next point of the process Facilitated and dispositioned non-conforming materials using Built In Quality methodology to determine root causes and permanent corrective action to eliminate the defectsProduction Assembly Manager Joliet, IL October 2010 October 2011 Direct management of 20 union employees and lead supervisor across 3 shifts, with two supporting off shift supervisors. Managed 4 high volume product lines with over 500 top-level part numbers. Attained 100% on time delivery performance to 3 different main vehicle assembly plants, as well as the parts distribution plant, the first time this production line achieved such performance levels. Responsible to meet metric goals for Safety (Injury frequency), Quality (Defects per Million), Velocity (Shipping Performance), and Cost (Man hours vs. Machine hours Ratio) Led daily Material Review Board meetings to sort, diagnose, and address quality issues from the production line. Led training of new employees as well as cross training existing employees Senior Manufacturing Engineer Joliet, IL November 2007 October 2010 Designed and maintained robust step-by-step standard work and production routings for operators across 3 shifts to increase production throughput and quality while lowering process variability Develops APQP documents PFMEA, Control Plan, and Reaction Plan for 1500 shippable part numbers Team lead on 5S, Contamination Control, and ISO 9001 certifications. Achieved certification across 7 main value streams. Led Kaizen event - Reconfigured 3,000-square-foot production line layout, which improved worker efficiency, reduced number of operators required to meet customer demand, and reclaimed 400 square feet of floor space, with an annual savings of over $93K. Led Six Sigma project to improve ergonomics on 12 hydraulic test machines with an annual cost avoidance of $120K, based on injuries prevented, by implementing team solution and obtained Green belt certification. Value Stream Transformation to implement pull system and improved material presentation on hydraulic valve assembly line, impacting 24 assembly and test benches, reducing inventory levels, as well as increasing efficiency through improved material flow. Tooling Design Engineer Joliet, IL (Volt) January 2006 November 2007 Designed new precision tooling and re-design existing using PRO-Engineer (Work-holding, Cutting tools, assembly tools, Hydraulic Test tools) and analyze applications issues as well as troubleshoot shop issues with regards to tooling. Coordinated new 5 axis CNC lathe run off. Designed and purchased over $200K in work holding and over 100 cutting tool assemblies across 15 applications/top level parts, using design blue prints and collaborating with outside suppliers. UNITED STATES ARMYShort Range Air Defense Oklahoma, Texas, Germany, Kuwait, and Iraq January 2002 December 2004 Operates and maintains early warning systems with regard to Air Defense, including Tactical Operations Center, Sentinel Radar, and Generator Truck 15-month deployment in Operation Iraqi FreedomEDUCATIONBachelor of Science, Business ManagementWestern Governors University, Salt Lake City, UTCERTIFICATIONS/ADDITIONAL Awarded Army Commendation Medal for meritorious service during 15-month deployment in Operation Iraqi Freedom 41 credit hours accrued at Joliet Junior College, Joliet IL - Manufacturing Tool Technology Six Sigma Green Belt Certification Lean Green Belt Certification Manufacturing Engineer Certification Volunteer Mentor in ACP (American Corporate Partners) Military Veteran support program |
