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Click here or scroll down to respond to this candidateTim Kennedy LINKEDIN LINK AVAILABLEEMAIL AVAILABLE PHONE NUMBER AVAILABLE Riverview, FLSenior Production SupervisorLeadership Employee Development Workgroup Empowerment Quality Assurance Innovative SolutionsSenior Production Supervisor with over 20 years leading manufacturing production operations in the heavy equipment sector. Former Captain in the US Army with a record of accomplishment in strategic problem solving, leading teams, building self-directed work groups and driving quality and safety. Experienced in a Lean Manufacturing, Kaizen, Six Sigma, ISO and industry recognized process control and quality assurance tools. Proven leader in new production implementation and production improvement. Quality, safety, and production growth oriented. Superior interpersonal, communication and listening skills.Additional Strengths and CompetenciesSix Sigma Green Belt Kaizen Events Value Stream Mgmt ISO 9002 Statistical Process Control 5SBuilding Self-Directed Work Team Process Improvement Change Leadership Training / DevelopmentOrganization Leadership Auto CAD Microsoft Tools Safety Improvement Cell DesignInventory Control Loss Prevention Process Improvement Single Minute Exchange of Die (SMED)Lean Manufacturing, Lean Six Sigma (LSS) Methodologies in DoDCareer HistoryProduction Supervisor Chromalloy Manufacturing Aerospace Turbine Engine parts (2022 present)Supervised manufacturing of HP Turbine Blades for several major airlines.Managed over 37 Team Members including Injectors, Caster, and FinishersKey AchievementsSurpassed production goals in HP Blade Cell by averaging over 2000 parts a month the last quarterLead Kazin team on the redesigned Finishing Dept reducing foot travel and improving work flowWeld/Assemble Supervisor Circor - Large & Small Valves for Navy and industry (2020 to 2022)Supervised the welding and assembly of valves for both Navy and commercial.Managed over 12 Team Members including Welders and Assemblers.Key AchievementsImproved the welding heat treat process with new ovens and digital controlsCreated shadow boards and standard processes in assemblyProduction Supervisor Boral Industries, Boral Roofing - Concrete Tiles (2018 to 2020)Supervised the manufacturing of concrete tile for high end houses and buildings.Managed over 16 Team Members including Machine Operators, Color Operators, and Maintenance Men, Quality Technician in the manufacturing of concrete tileKey AchievementsDetermined the Operators needed additional training to reduce change over time, we were able to on average shave off 6 minutes per change over.Improved strength of tile and improved overall quality by auditing SPC charts and holding operators accountable.Production Supervisor FCA, Chrysler Automotive - we built the Jeep Cherokee (2016 to 2018)Supervised the assembly of the Jeep Cherokee, responsible for 30 Team Members.Managed their training and development focused on process improvement.Quality improved, FPY increased by 17 percent, by holding Team Members accountable with process audits, and better traceability.Key AchievementsLead Kazan team in the development and the implementation of paint preparation improvements reducing defects over by 23 percent.132K cost savings with reduction of rework due to paint defectsProduction Supervisor EnPro Industries, Fairbanks Morse Engine - Large Engines (2015 to 2016)Supervised welders, pipers, machinist, and assemblers in building large diesel engines.Managed Non-Conformance Reports (NCR's), EnPro Manufacturing Learning System (EMLS), and Safety, People, Quality, Delivery, and Cost (SPQDC) for the department.Key AchievementsCNC machines output consistently ran lower than planned production and causing delays on the assembly line.Implemented process improvements -- Initiated tool changeover processes, and developed better staging methods that increased the OEE rate by 15%.Delivered several cost savings, the most recent success realized a savings of $83K by keeping a project in-house.Turned around the job performance of the team leads Determined the leads needed additional training to improve the level of support to the team, technical and operational.Production Supervisor -- Genie-Terex - AWP (2013 to 2015)Supervised the assembly of Aerial Work Platform (AWP) vehiclesManaged the daily operations of 28 member team including work schedules, production goals,Assumed the responsibility of Fab Supervisor in charge of 25 welder and machine operators.Key AchievementsDiscovered welding defects in the booms. Initiated new weld procedures, held the welders accountable for product quality and established a robust inspection program. Reduced weld defects by 20%.Established a shift change handoff process that enabled a minimum of idle time at the end and beginning of the shifts. The new communications process resulted in a 17% in overall efficiency and productivity.Production Supervisor -- JLG- Oshkosh - AWP (2011 to 2013)Supervised the welding and assembly of booms for access equipment.Supervised 30+ welders, tube welder machinist and robot operators in five different cells.Managed the overall shop floor operation including Gemba walks, and displaying KPI scoreboards and 6S.Led Lean/ Six Sigma, SMEDs and other continuous improvements plans.Key AchievementsDeveloped a new process to remove excessive grinding from base booms, improved welding technique with training and reduced cycle time by 20 minutes per base boom.Turned around an underperforming assembly line -- Led a Kaizen team that restructured two cells performed line balancing and attacked major bottlenecks.Production Supervisor -- Luvata - Coils (2010 to 2011)Supervised the production of air-conditioning coils cell, connections cell, and sub brazing line.Managed a staff of 60+ workers along with additional operators in sheet metal and hairpin departments on second shift.Key AchievementsAchieved production goals of OTD 85% to our customer and for several months during peak season exceeded goals at 90%.Developed a production stamp, and log that improved tractability and reduced scrap by 15%.High coil leak rate,First Pass Yield (FPY) improved by 33 percent. -- Created a new brazing training program, improved accountability by stamping assemblers work, and improved inspection equipment to avoid false readings.Supervisor -- Danaher - Craftmen Tools (2008 to 2009)Supervised the packing of toolsets for both straight and U-shaped lines.Managed a staff of 150 including assemblers and six direct report Team Leaders directing the workforce during 1st, 2nd, 3rd shift operations to run pack department.Key AchievementsLed a Kaizen that improved the Laser marking process to address the number one customer complaint.Saved $1.5M in scrap waste (defective sockets) caused by poor laser marking.Production Supervisor -- Carrier Corporation - Large Chillers (2004 to 2008)Supervised the production of two new straight assembly lines, during the building of large chiller air conditioners. Staffing both lines required 30+ Assemblers and Material Tech support personnel.Solved various problems across operational lines and resolved quality issues with root cause analysis of two major lines in the plant.Key AchievementsPoor staging resulting in line stoppage. Initiated one-piece flow with the proper kittingReduced our leak rate by 65 percent with continuous improvement project that included Brazier training and verification procedures.Additional ExperienceProduction Supervisor - Brake Corner Modules- Robert Bosch Corporation (2001 2004)Supervisor -- Siemens Automotive - Fuel Injectors (1990 2001)Captain, United States Army, Honorably DischargedEducation & Professional DevelopmentBS Sociology, University of Texas at Tyler, Tyler, TX,Degree in Electronic Technology, ECPI Computer Institute Hampton VABA in Communication and Minor in Military Science, Eastern Illinois University, Charleston IL |
